I 摘要 VRT 公司新产品开发项目管理改进研究 2018 和 2019 两年对于中国汽车市场，甚至全球汽车市场，都是一个挑战重 重、充满了剧烈变革的时期。中国这个全球最大的汽车市场在经历了连续 28 年 快速增长后，首次进入低增长甚至负增长阶段。不确定的经济因素，日益严苛的 法规要求，更加要求各车企之间不仅要拼服务，拼价格，拼创新速度，更要拼成 本，否则很可能在寒风阵阵的在车市寒冬中倒下。 汽车整车销售下滑，作为上游产业的零部件企业自然也无法幸免。在销售额 下降，材料成本上升，利润率被蚕食的逆境中，如何迅速的回收开发成本，节约 非必要花费是摆在所有零部件企业面前的一道难题。如何应对来自整车厂对新产 品的多样化的需求、日益缩短的开发周期要求、越来越高的产品质量要求、越来 越低的价格要求，是零部件企业迫在眉睫的问题。 本论文引用了项目管理的理论及汽车行业项目管理的方法；并结合作者的实 际工作经验；对 VRT 公司新产品开发项目管理流程的存在的问题进行了梳理分析 并提出了改进方案。首先，描述了论文的研究背景、意义以及主题和内容，采用 了文献分析法以及案例分析法，以及项目管理、流程再造等理论；其次，以 VRT 公司新产品开发项目管理为案例，分析原有的项目管理流程；挖掘出了一系列问 题，如项目成员互相推诿、项目评审流于形式、无人关心项目开发成本、意外事 件经常发生等；进而，通过对问题的深度分析，针对问题一一提出改进方案，如： 进行流程改进、采用新的组织架构、定义组织成员的职责权责、并细化原有的评 审节点、引入 MLA 及 Quality Gate 的评审制度、通过 QFD 识别客户要求、监 控风险、加强产品质量控制等。最后，为改进方案的能够得到有效执行，制定了 实施方案及其保障方案。 项目管理虽然己经发展多年，但在国内零部件企业特别是刚起步企业内的发 展仍不够理想，希望通过本文的研究，为 VRT 公司后续的新产品开发流程改进 提供一定的指导和改进方向，提升产品质量、缩短项目开发周期、降低产品开发 成本。同时也希望对为其它行业的新产品开发项目管理提供借鉴和参考。吉林大学硕士学位论文 II 关键字： 新产品开发，项目管理，汽车零部件，MLA 成熟度，质量门ABSTRACT III ABSTRACT A Research on management optimization of New Product Development Project of Company VRT The past two year 2018 and 2019 are full of challenging and dramatic changes in China automobile market, even in the global automobile market. After 28 years of continue growth, China, the world's largest auto market, has entered into a low growth or even negative growth stage for the first time. Uncertain economic factors and increasingly stringent regulatory requirements require that all vehicle enterprises not only strive for service, price, innovation speed, but also cost. Otherwise, they are likely to fall in the cold winter. Automobile sales decline, as the upstream industry automotive component enterprises are be spared. In the adversity of sales decline, material cost rising and profit rate being eroded, how to recover development cost quickly and avoid unnecessary cost is an imminent problem for all automotive component enterprises. How to deal with the various requirements for new products from OEM is an urgent problem for component enterprises, such as the increasingly shorter development time, the higher product quality and the lower price. This research quotes the theory of project management and the method of project management used in the automobile industry, and combines the author's practical work experience. To sort out and analyze the problems existing in the new product development project management process of VRT Company and put forward the improvement plan. First of all, it describes the research background, significance, theme and content of the thesis, and adopts the methods of the documentary analysis and case-analysis, as well as the theories of project management and process reengineering; secondly, it analyzes the original project management process by taking the new product development project management of VRT company as a case; it digs out a series of problems, such as the mutual prevarication of project members, the formality of project review. No one cares about the development cost of the project and the frequent occurrence of accidents; then, through the in-depth analysis吉林大学硕士学位论文 IV of the problems, the improvement plans are put forward for the problems accordingly, such as: process improvement, adoption of a new organizational structure, definition of the responsibilities and responsibilities of organization members, refinement of the original evaluation nodes, introduction of MLA and quality gate review, identification of customer requirements with QFD, and monitoring uncertain risks, strengthen product quality control. Finally, in order to improve the program can be effectively implemented; the implementation plan and its guarantee plan are formulated. Although project management has been use many years in foreigner country, but its appliance in china is not good as expected, especially in the start-up enterprises. It is hoped that through this research, it will provide certain guidance and improvement direction for the follow-up new product development process improvement in VRT, such as improve product quality, shorten project development time and reduce product development cost. At the same time, it also hopes to provide reference for the new product development project management of other industries. Key words: New product develop, Project Management, Automotive Component, Maturity Level Assurance, Quality Gate目 录 V 目 录 第 1 章 绪论 ......1 1.1 选题的背景及意义............1 1.2 研究的目的与主要内容....3 1.2.1 研究的目的............3 1.2.2 研究的内容............3 1.3 研究的主要方法................4 1.4 论文总体结构....................5 第 2 章 相关理论与方法 .................7 2.1 项目管理理论....................7 2.1.1 项目管理的概念....7 2.1.2 项目管理的主要内容...........................7 2.1.3 项目管理的主要方法.........................10 4.2 汽车行业新产品开发项目管理方法...........11 2.2.1 APQP 先期产品质量策划 ................12 2.2.2 MLA 新零件成熟度保障 ...................14 2.2.3 Quality Gate 质量门 ........................17 2.2.4 QFD 质量功能展开 ...........................18 4.3 业务流程管理................20 第 3 章 VRT 公司新产品开发项目管理现状及问题分析.........................23 3.1 VRT 公司基本情况介绍 ..23 3.2 新产品开发项目管理现状.............................24 3.2.1 项目组织现状......24 3.2.2 项目管理流程现状.............................26 3.2.3 项目风险管理现状.............................30 3.2.4 项目产品质量管理现状.....................31 3.2.5 项目成本管理现状.............................32 3.3 新产品开发项目管理存在的主要问题.........33 3.3.1 项目进度经常超期.............................33 3.3.2 项目定期评审有效性差.....................34 3.3.3 产品不良率高......35 3.3.4 项目成本居高不下.............................36 3.3.5 意外问题时有发生.............................37 3.4 新产品开发项目管理问题的原因分析.........38 3.4.1 项目组成员权责定义不清晰.............38 3.4.2 阶段性评审要求太过简单.................39 3.4.3 产品质量管控有效性差.....................39 3.4.4 缺乏有效的成本管理流程.................41 3.4.5 缺少风险发生的定量分析.................42 第 4 章 新产品开发项目管理改进方案设计...............43 4.1 项目管理的组织责权优化.............................43 4.1.1 选择矩阵式项目组织形式.................43 4.1.2 重新定义项目小组组织结构.............44吉林大学硕士学位论文 VI 4.1.3 详细定义项目组成员任务包及其关联特性..................44 4.2 项目评审流程的改进......50 4.2.1 项目周期的阶段性细分.....................50 4.2.2 引入质量门控制和 MLA 新零件成熟度保障评审 .........51 4.2.3 设定项目里程碑并细化里程碑检查清单........................52 4.2.4 建立事态升级机制.............................53 4.2.5 更新项目评审流程图.........................53 4.3 先期产品质量控制方法的改善.....................55 4.3.1 利用 QFD 方法展开顾客需求 ..........55 4.3.2 建立质量需求和质量特性的内部转化表........................57 4.3.3 建立产品控制要求清单和缺陷目录.58 4.3.4 引入多阶段性审核方式.....................59 4.3.5 全面展开早期生产遏制.....................60 4.4 项目成本控制流程的改进.............................60 4.4.1 建立新的成本预算方式.....................61 4.4.2 建立项目成本管理流程................