week_9New-Product Development and Product Life-Cycle Strategies

合集下载

New Product development

New Product Development/ Product Innovation1.Innovation is a process.Identify problem/ need/ opportunity -> Trust/ Openness/ Ideal time/ Ideal Support -> Invention and ideas’generation -> Trust/ Openness/ Risk taking/ No ‘blame culture’ -> Implementation -> Making money2.Two keys to success (financial success- sales, profit, market share) in innovationDoing the right project - Innovation Output Effectiveness: desirable product, protectable, fits with strategies and capabilities; Refer to the product life cycle, GRAPHDoing projects well – Innovation Process Effectiveness: efficient, timely, well-led.3.Benefits of successful innovation- To customers: Reputation, brand image; - To employees: motivation;- To potential recruits: reputation- To business partners: Attraction - To company: financial benefit; efficient use of source; improve productivity and organizational performance, etc.Also, the new product innovation process involves great risks in many aspects: technological, operational, market, competitor, organizational, financial, etc.4.Innovation as a stage-process:Discover -> Define-> Design -> Evaluate -> DeliverDiscover: Scan, observe and imagine with an entrepreneurial mindset;Learn from the environment: Offensive scanning: looking for opportunities; Defensive scanning: looking for threats.Define: Focus and proposeSelection: weed out the weakest concepts as early as possible; sunk cost involved in the development stage.Design: Resource, test and develop with engineer MindsetPrototype to learn;Use cross functional teams;Put someone with authority in charge and back them;Evaluate: Judge MindsetCriteria: Commercial and operational feasibility; market attractiveness; capabilities and strategy; barriers to acceptance; impact upon society.Implement?REVIEW! Productivity and market impact; speed to market; quality; overall fitOverall fit: the relationship between the NPD outcome with strategic goals and market positioning. Review at the end of the process; Senior management should periodically review progress, should not be afraid of pulling the plug if necessary. Avoid sunk cost.STAGE GAT PROCESSSeparate the evaluation from performance. (You don’t get to mark your own work.)Guard against optimism bias.Evaluate projects on prospects not past commitment. Set a timeframe for progressFair and transparentEncourage creativity from all levels. Focus resource on the strong. Encourage accountabilitySharpens decision-making and accelerates speed to market.Create conflict with organizations1)Selection process is political2)Many problems relate to leadership and organization of projects3)Strategies of managing portfolios of NPD projectsProjects are not always easy to evaluate side by side. Projects are not independent islands. Some are short term activities; others are long term activities and built for the future.。

bec初级试卷

bec初级试卷一、听力部分（共30分）（一）听单词，选择正确的单词拼写（每题1分，共10分）1. A. _advertisement_ B. _advertisment_ C. _adverstisement_2. A. _productivity_ B. _prodactivity_ C. _productivety_3. A. _department_ B. _departement_ C. _departmant_4. A. _customer_ B. _costomer_ C. _costumer_5. A. _opportunity_ B. _oportunity_ C. _oppurtunity_6. A. _competition_ B. _compertition_ C. _compitition_7. A. _reception_ B. _receiption_ C. _recepition_8. A. _arrangement_ B. _arangement_ C. _arrangment_9. A. _personnel_ B. _personel_ C. _personeel_10. A. _procedure_ B. _procedur_ C. _procedue_（二）听简短对话，选择正确的答案（每题2分，共10分）1. What does the man want to do?A. Buy a new product.B. Return a product.C. Get some information about a product.2. How many people are going to the meeting?A. 3.B. 4.C. 5.3. Where is the woman's office?A. On the second floor.B. On the third floor.C. On the fourth floor.4. What time does the train leave?A. 9:00.B. 9:15.C. 9:30.5. What is the woman's job?A. A secretary.B. A manager.C. A salesperson.（三）听长对话，回答问题（每题2分，共10分）Conversation 1.1. What is the main topic of the conversation?A. A new project.B. A company's performance.C. Staff training.2. Who will be in charge of the new task?A. Tom.B. Mary.C. John.3. When will the work start?A. Next week.B. Next month.C. In two months.Conversation 2.4. What problem does the man mention?A. Lack of funds.B. Technical difficulties.C. Staff shortage.5. What solution does the woman suggest?A. Hiring more people.B. Cutting some costs.C. Seeking external help.二、阅读部分（共40分）（一）词汇选择（每题1分，共10分）1. Our company is looking for ways to increase _ (productivity / production) _.2. The _ (marketing / market) _ department is responsible for promoting our products.3. We need to improve our _ (customer / custom) _ service.4. There is a lot of _ (competition / compete) _ in the market.5. The new _ (product / produce) _ has been very popular.6. We have to follow certain _ (procedures / process) _ in our work.7. The _ (personnel / people) _ in our company are very professional.8. She has a lot of _ (opportunities / oppurtunities) _ for career development.9. The _ (reception / receive) _ area needs to be redecorated.10. Our _ (arrangements / arangements) _ for the conference are almost complete.（二）阅读理解（每题3分，共30分）Passage 1.Business meetings are an important part of corporate life. They can be used to discuss new projects, review progress, or make important decisions. However, many meetings are not as effective as they could be. There are several reasons for this.One problem is that meetings are often not well - planned. People may not know the purpose of the meeting in advance, or there may be no clear agenda. This can lead to a lot of wasted time as people discuss irrelevanttopics. Another issue is that some people dominate the conversation, while others are too shy to speak up. This means that not all ideas are heard and considered.In addition, meetings can sometimes be too long. People may start to lose focus and become bored, especially if there are no breaks. This can also affect the quality of the decisions made.1. What is the main idea of this passage?A. Business meetings are very important.B. There are problems with business meetings.C. How to make business meetings more effective.2. According to the passage, why are some meetings not well - planned?A. People are too busy to plan.B. There is no one in charge of planning.C. People may not know the purpose or there is no clear agenda.3. What does the passage say about people in meetings?A. Everyone participates equally.B. Some people talk too much while others are too quiet.C. People are always focused.Passage 2.Online shopping has become increasingly popular in recent years. It offers many advantages over traditional shopping. For example, it is very convenient. You can shop from the comfort of your own home, at any time ofthe day or night. There is also a wider range of products available online than in most physical stores.However, there are also some disadvantages. One problem is that you cannot see or touch the products before you buy them. This can make it difficult to judge the quality. Another issue is that there may be security risks, such as the possibility of your personal information being stolen.Despite these problems, online shopping is likely to continue to grow. Many companies are working hard to improve the online shopping experience, for example by offering better product descriptions and more secure payment systems.1. What are the advantages of online shopping according to the passage?A. It is cheaper.B. It is convenient and has a wide range of products.C. You can get better service.2. What are the disadvantages of online shopping?A. You have to wait a long time for delivery.B. You can't see or touch the products and there may be security risks.C. There are fewer products available.3. What are companies doing to improve online shopping?A. Offering free delivery.B. Offering better product descriptions and more secure payment systems.C. Reducing prices.三、写作部分（共20分）（一）写一封电子邮件（10分）你是一家公司的员工，你的名字是John。

“New_Quality_Productive_Forces_to_Bring_Greater_Op

16By Lily Wang—I nterview with Jakob Stausholm, CEO of Rio Tinto“New Quality Productive Forces to Bring Greater Opportunities for Us”“Ch i n a i s h u g e l y i m p o r t a n t f o r R i o Tinto as this is the place where we haveour biggest customers, our biggest shareholders, and almost 60% of our revenue stems from sales in China.”Rio Tinto, the world’s largest iron ore producer, has had more tie-ups and joint ventures with Chinese partners than anyone else. When interviewed by China’s Foreign Trade , its CEO Jakob Stausholm emphasized that further opening-up and industrial reform have provided massive business oppor t unities for mu ltinationa l corporations in the country.“I am excited to see a recent development in Chinese government’s policies around further opening-up, around reforms of industries and around green development, and the new quality productive forces.China. It also managed to get approval from the Australian government and the Chinese government for joint development between Baowu and Rio Tinto on the Western Range project in Western Australia, which is an iron ore mine. Besides this, what is probably the world’s largest mining project, i.e. Rio Tinto’s Simandou project in Guinea, is progressing well, which is also being undertaken with cooperation from Chinese companies.Explore potentialcollaborations and partnerships with Chinese partnersAccording to Stausholm, the accelerating development of new quality productive forces in China is expected to bring greater opportunities for multinational corporations like Rio Tinto.Staushol m emphasiz ed R io Tinto’s long history in China and therefore its vested interest is how the long-term development in China is. “The risk is always to look too much at the short-term factors. However, as far as I can see, physically speaking, there is still growing demand. It’s very clear. Last year, we saw that there was increased demand from the steel mills for our iron ore. However, more recently, we have seen strong demand in areas like copper here. These are good indicators for an economy that is growing.”“The policy framework, focusing on higher quality growth and higher added value, is providing opportunities for further opening-up. It will also help reform existing businesses, including the steel industr y, byIt’s intriguing for us and it providesbusiness opportunities,” he said.Buy more materials and services in China“What we are trying to do is to buy more materials and services in China, partly because we are selling a lot in China, but also partly because we really think that we can get a lot of value from here.”Jakob Stausholm explained that, given the rapid development of solar and wind power, grid extension and electric vehicles in the country, in which China has been taking the world lead, there is more demand for products that Rio Tinto provides, not least in terms of copper, aluminum and battery materials, “the green transition is a whole new business opportunity for us.”According to Stausholm, Rio Tinto is expanding their procurement into China. The key thing is to find exactly the right suppliers and develop long-term partnerships. Actually, they currently have a much greater procurement presence in China than they used to have.Last year, Rio Tinto undertook more partnerships and joint ventures with Chinese partners than ever before in its history, and made great progress on a number of major projects around the world. For example, the company has finalized the construction of the Oyu Tolgoi mine which is located around 100 km from the border to China. This project is ramping up successfully and will eventually be the world’s fourth largest copper mine, and the copper concentrate is all going into17 decarbonizing,” he said.According to Stausholm’s lineof thought, the steel supply chain isvery mature in China, “it’s not goingto grow that much more, but there areother supply chains that are emergingat this point in time.” He furtheremphasized the green developmentand addressing climate change, “thewhole supply chain of batteries,starting from battery materials requireswork. However, you actually usemuch more copper in an EV, as youuse copper in grid extensions. Whensetting up solar cells, they are typicallyframed in aluminum. You have to usea lot of aluminum for this. As such,building that whole supply chain forthe green transition is a whole newbusiness opportunity for us.”As the world’s la rgest steelproducer, China has a huge demandfor iron ore, the raw material forsteelmaking, which is also one of themajor industries producing carbonemissions. Rio Tinto is looking toexplore potential collaborations andpartnerships with Chinese partners toenhance its business in the mining andresources sector, he said.According to Stausholm, RioTinto has been investing heavily inR&D projects related to reducingthe carbon emissions of the currentsteelmaking processes, as well asexploring technologies for steelmakingin the future.In order to lower emissions in steeland aluminum within their lifetime,Rio Tinto is already taking action.“We probably have the world’s lowestcarbon footprint from aluminumbecause we mainly produce aluminumin Canada from hydropower. As such,we have a number of technologiesthat are reducing our carbon footprinta n d a r e u n d e r t a k i n g r e s e a r c hand development. We also have atechnology called ELYSIS that isabsolutely carbon free. Aluminumpotentially has high CO2 emissions,but on the other hand, there’s muchless aluminum produced than steel,and that’s why it’s so crucial to find away to produce green steel.”He also introduced the idea thatthe company is working on processest h a t c a n c o m p l e t e l y t a k e C O2emissions out of the equation, “we aretesting something we call BioIronTM,in which we use biomass instead ofcoking coal.”“I t i s r a r e t o m e e t m o r edetermined business leaders thanhere in China in terms of addressingclimate change. I find it delightful thatalmost every conversation I have withleaders from the steel industry, theyare talking about how we can togetherfind ways to decarbonize,” Stausholmmentioned.In its plans for capital spendingfor the next few years, Rio Tintohas previously made it clear that itwill spend about U SD 1.5 billion ondecarbonization projects over the nextthree years, totaling about U SD 5-6billion by 2030.Stausholm believes the challengefor the West is that it’s not easy tolearn about and understand China.“The keys point here is just thelanguage barrier. However, China is avery big country and it’s very healthyto see something else other thanBeijing and Shanghai. Therefore,for example, after spending timei n G u i z h o u a r o u n d B ij i e, a n dreviewing sustainability projects,early childhood learning, how to getthe renewable energy into houses,etc. in the area is something that I’mvery proud we are sponsoring. On apersonal basis, it was also really goodto see a region where there is so muchcultural diversity.”Maintaining the resilience andstability of the supply chain of theglobal industrial chain is crucial forpromoting economic development. RioTinto participated in the First ChinaInternational Supply Chain Expo(CISCE) last year, and the companyhas made it clear that it will continueto participate in the 2nd CISCE thisyear.It is rare to meetmore determinedbusiness leadersthan here in China interms of addressingclimate change.。

新产品发展与产品生命周期

2006.11.10 TOYOTA發表YARIS空間吸引消費者，第一週就創下銷售1300部記低價（49.9萬元）大空間吸引消費者第一週就創下銷售1300部記 1300
錄，在汽車業的冬天創造出漂亮的銷售成績。
新產品的開發過程
行銷策略發展：
4、法律：是否會牴觸到他人的專利權他人的專利權何時到期？法律：是否會牴觸到他人的專利權？他人的專利權何時到期
自己是否可以取得專利？自己是否可以取得專利
新產品的開發過程
產品概念發展與測驗：
經篩選後的產品構思須要發展成為產品概念經篩選後的產品構思須要發展成為產品概念(Product concept)。一般人會將產品概念與產品構想一般人會將產品概念與產品構想(Product idea)、產品形象 (Product image)的定義混淆了。產品概念：依照消費者的概念來考慮產品構想。產品構想：企業自己以為可以提供市場某種產品之構想。產品形象：消費者對於實質或潛在產品的一種特別印象。
新產品的開發過程
產品發展(Product development) ：
產品概念的口頭描述圖形… 產品概念的口頭描述圖形…等粗略模型具體化的作業發展實際產品的可能性
否是
停止發展或從新設計
產生一種或數種雛型符合安全預算及最初概念產品連串的測試試銷
新產品的開發過程
試銷(Test marketing)：
第八章新產品發展與產品生命週期
新產品的意義
企業創造「競爭優勢」的兩大要項：企業創造「競爭優勢」的兩大要項：
創新 (Innovation) 降低成本 (Cost down)
新產品的意義
新產品的定義：新產品的定義：
由市場需求面看新產品：

产品开发管理系统简介PDMS Introduction

Issue DCR
D
DVT Test Application Feedback
Significant Change Back to P2
C
PCBA V.A. Proto. T1 Tooling Design
PCBA Debug / Modify T1 Sample Modification Signal Integrity Test Certification Pre-test PreEMC / Safety Modification
PM • Market Requirement Spec. (001) • Product Feasibility Report (003) • Product Roadmap (004)
Strategic Meeting (PS)
NO GO
YES GO
A
Abandon
March 16, 08 Version 1.0
March 16, 08 Version 1.0
產品開發管理簡介
p.1 p.1
產品開發管理系統簡介
P System
P0 Proposal P1 Product Management Planning P2 R&D Design P3 LPR / DVT ENG
P4 EPR / EVT P5 PPR / MVT
Design Guideline DFX, Design Guide
B
Product Engineering Specification
Circuit Schematics 2D / 3D Drawings CAD Simulation Part List / E-BOM E-
R&D Internal Design Review (R&D)

New-Product-Development(ppt文档)

New Product Development
Some products…
What is product development all about?
“Product development is the set of activities beginning with the perception of a market opportunity and ending in the production, sale, and delivery of the product”
• Is there a standard development process that will work for every company? • What milestones will be used to divide the overall product development process
– Are the team and firm better able to develop other products?
Challenges of Product Development
• Trade-offs
– Lightweight vs costly
• Dynamics
– Technologies, customer tastes, competition change environment
• Development time
– How quickly did the team complete the effort?
• Development cost
– How much did the firm have to spend to develop the product?

新产品研发项目流程中七要素(Seven elements in the process of new product development)

新产品研发项目流程中七要素（Seven elements in the process ofnew product development）Introduction: the application and expansion of PACE in the product development process is a real challenge, and companies that successfully use PACE methodologies and tools will also receive significant returns from this challenge.PACE (Product, And, Cycle-time, Excellence, product and cycle optimization) was proposed by PRTM, an American management consulting firm in 1986. After years of improvement, PACE has become the standard process of product development in the reference model, many companies including IBM, Motorola, DuPont, HUAWEI, has brought various ideas into practice PACE.Seven elements of product development process (1)The product development process can be divided into seven related elements, each of which has its common shortcomings. PACE offers a variety of methods, techniques, and means to overcome the deficiencies of each element. The following seven related elements were introduced, some common shortcomings were summarized, and for each element, a brief introduction to the PACE solution. In later chapters, each element of PACE will be further elaborated.1, decision-makingAll companies have a new product decision process, although they may not realize that this is a clearly defined process. Delays caused by indecision are common in companies with weakdecision-making processes. For example, if an actual process is sequential and requires many managers to verify the merits of a product design, then the start will be delayed. We see a lot of missed opportunities simply because product pioneers don't know how to use this informal decision process.A computer company we used to help have an inefficient decision-making process, which is typical of many of the processes we've seen. In this company, the project review has been reduced to a series of lengthy reports for different audiences. There are so many people involved and so many questions raised, but these reports are not meeting decisions. Reviews are not carried out at the appropriate time of the development process to facilitate decision-making and appropriate information is not provided to facilitate decision-making. Top managers shy away from the review and there is no other mechanism for making timely decisions.However, not all well-defined decision processes are valid. Some processes are either poorly designed or poorly implemented. In these cases, a formal regulatory process actually constitutes a management barrier to product development. The decision process has long failed to advance product development, which has taken a lot of time and little success.In the product development review, we find that the following problems arise from inappropriate decision processes:Because senior managers don't know whom to make decisions or what kind of consensus they need, he unconsciously delays decisions or revise decisions.Inadequate information or unclear detail leads to poor quality of decision making.Not answering questions.The decision control points are not defined so that a review has been made at the appropriate important stage.The need to invest too much resources to accomplish anything on schedule.Those who authorize the approval and prioritization of the product do not explicitly approve the appropriation of funds for product development projects.It's too late to make decisions - often after the product has been designed.There is no periodic guidance to verify project progress.Senior leaders made no strategic decisions, but developers made the decision in frustration.In the PACE process, new product decisions are carried out through a phase review process that requires decisions on specific points in the development process. A product development project must achieve a clearly defined target within a predetermined time before it is allowed to move to the next stage.Product Approval Committee (PAC) refers to a senior leadership group responsible for major new product decisions in a department or a company.The core team is a small, inter departmental project team that has the power to develop a particular product. A typical core team has 5 to 8 members who have the power and responsibility to manage all the tasks associated with developing the particular product. These specific tasks are assigned to each member of the core team, and each member uses the appropriate resources to accomplish these tasks. The team members identify the direction of the work assigned to them, deal with the functional departments, and participate in collective decision-making as part of the core team. PAC gives core team responsibility and authority at each stage of the development process through a phase review process. Each core team has a leader who guides and guides the work of the group. The group shall comply with the contracts signed by PAC in relation to major project objectives and the scope of change during each phase of development".3, the structure of development activitiesDevelopment activities are the substantive work of developing new products. In PACE, the structured development process defines what kind of development should be done, the corresponding sequence, the correlation between them, and the standard terminology used for development projects. In the evaluation process, we found that three kinds of common defects often exist in structure development activities: (1) there is no clear product development structure of the company; (2)there are specific procedures manual but did not get to follow the company; (3) a structured process but did not improve or accelerate the process of development the company.In the first case, the company must constantly reinvent the wheel in the product development process, that is, redefining the product development process. Each project team defines the processes to be followed, and the result is that each project team is very different even when performing the same or similar tasks. This model extends the development cycle, and the entire company's project team is prone to the same mistakes.In the second case, the process is documented, but not implemented. Typically, an employee defines the development process in the program manual, and then hand out the manual, naively expecting everyone to follow it, and of course they don't follow. In most cases, they do not comply better. The project team moved out its own set of processes.In the third case, the development process has been clearly defined and respected, but unfortunately the process is inherently inefficient. Surprisingly, many companies simply regulate their processes in the form of documents, even if the process is inefficient, and the result naturally is that the problem is institutionalized.In reviewing the development process, we found the following common defects:There is no chapter to follow the development activities, resulting in product updates.Due to misunderstandings about what kind of development activities must be completed and when they are completed, the project is poorly planned and poorly prepared.The lack of common terminology and the resulting understanding problems have led to poor development efforts.The definition of product development is too detailed, especially the lack of structured definition, which makes the development inefficient.Each step requires more signed and stamped bureaucratic processes that delay development efforts.lack of concurrent engineering because it has not been designed into a structured development process.Lack of cycle time guidance for development activities, resulting in inaccurate project progress.The failure to implement the responsibility resulted in failure to continually improve the product development process.In the PACE approach, the core team develops products with a structured development process, which ensures consistency and prevents teams from creating their own processes. Based on a generic structured process, you can use the common cycle time guidelines and lay the foundation for continual improvement.According to the PACE approach, a structured developmentprocess includes several levels. In the framework provided by the review stage of the process, there are generally 15 - 20 main steps to define the product development process of a company; every step is divided into 10 - 30 tasks, each one step in the company how to implement. These tasks define standard cycle times for each step,Accordingly, schedules can be prepared, estimated resource requirements, planned and managed according to these basic steps.Each task can be further broken down into a wide variety of development activities. Depending on the nature of the task, the number of development activities per step ranges from several to 30 or 40. In general, the steps and tasks are always applicable to different projects, while the development activities vary from project to project.4 、 development tools and techniquesVarious design techniques, such as quality function deployment (quality function deployment QFD (Design for), assembly design assembly, DFA) and DFM (Design for manufacturability, DFM), can promote successful products and achieve the effect of the corresponding operation. None of these technologies, however, can solve all the problems in product development alone.For example, a large, many tech company chooses QFD as its ultimate solution. The company invested heavily in training the design skills of the whole staff, and trained the internal QFD experts and consultants to make corresponding presentations.After 9 months, the product development is still not improving, and the project team is dissolved. As a result, QFD technology has been unfairly criticized, simply because people expect a technology to make up for the lack of overall integration programmes.In the past 5 to 10 years, many new types of automated design tools have been developed, which can greatly assist the product development process. These tools include computer aided engineering (CAE), object-oriented software development tools, product data management systems, simulation tools, and tools for project planning, scheduling, and decision making. Also, there is no single tool that can provide a complete solution. Each tool can increase the productivity of workflows more effectively, but all tools require a structured process, which is a prerequisite.As for the use of these tools and techniques, we found that many companies make that mistake: either not using the correct methods or tools, or use efficiency is not high, these are because they lack the overall product development process. In particular, the following problems are common:The design technology is inefficient because it does not integrate well into the clear product development process.people expect a design technique, such as QFD, to solve all product development problems.because of the lack of proper design techniques, new products can not be manufactured or durable.Because automation tools are not used, product development time takes longer than it takes.Because the product definition is constantly changing, automatic development tools do not produce the desired results.The PACE process does not define new technologies or tools, and its focus is on the appropriate use of appropriate technology or tools in the context of the overall product development process. PACE describes a range of technical design and automated development tools and shows how they fit into the process.5 、 product strategy processProduct strategy is the starting point for new product development. Through product strategy, the company defines the types of products to be developed, how to distinguish between themselves and competitors' products, how to introduce new technologies into new products, and the priority of developing new products.The selected product should be aligned with the overall product strategy, but this is often not the case. Product strategies are often not defined or clearly stated, even if informal discussions are organized within the company. Without a clear product strategy, developers must guess when proposing new products and implementing development projects. They often learn what is appropriate and what is inappropriate by trial and error.Sometimes the strategy and product development projects are too far away, so that the former is a high hopes, has no effect on the actual choice of the project. There is a company whose overriding strategic goal is to develop a wide range of new products. When there's no other guidance,Or, in the absence of a framework for the evaluation of product ideas and the setting up of priorities, many projects are initiated under the advice of developers, individuals, or managers. Although some have achieved technical success, most of these projects will never be completed or never be commercialized. The company's CEO told us, "if I had known what they were doing, I would have stopped them as soon as possible.". Most of their projects do not coincide with our strategy."Our experience shows that the common shortcomings of product strategy formulation and communication are as follows:The company will focus too much on individual products, but not enough attention to the product platform.No one in the company is clearly responsible for the product strategy.Since product strategy does not have a formal process, it often becomes a surface task in the annual budget process.because the company can not effectively assess its product strategic opportunities, developed a mediocre product.The product strategy is out of date because the vision is focused on current rather than future customer needs and market trends.Because the product strategy is internal driven rather than customer driven, the product is not competitive, the competition analysis is superficial, and the competition position is ambiguous.The actual product development does not match the original intention because there is no product strategic vision to guide the project development staff.Contrary to popular belief, the best product strategy does not come from blinding innovation, nor from hundreds of charts full of market analysis reports. Digital devices, for example, define the future VAX platform with just three pages of paper, which outlines one of the most successful product strategies in computer history. Effective product strategy comes from a rigorous product plan definition process that builds on an understanding of opportunities for market changes, technological advances, and competitive trends.Within the PACE, the product strategy provides a framework for the decision and prioritization of PAC in the phase review process, and at the same time establishes a guide for the core team to use when defining the product. Product strategy includes clearly defined opportunities for expanding existing product lines and creating new product lines.Although each company has its own business strategy,organization construction, industry and competitive position, so that the specific product strategy because the company will be different, but the product can be used as a strategic management process. The PACE product strategy defines the process.6, technical managementTechnology management is an integral part of the product development process, technology management is found that the application of new technology opportunities, and start technology development projects, in order to expand the company's core competitiveness, and to benefit a variety of products.We have noticed that some technology companies are not actively managing their potential technology. Some companies are too focused on product development, so that they end up using technology development as a minor project in product development. We've also seen some of the troubled development projects fall into technical difficulties because they don't realize that they lack the basic technical knowledge they need to develop those products.Product development depends on technology, whether it isin-house, licensed or used outside of the company. In order to make the best use of those available technologies, you must understand the current and future core technologies, because technology development and the establishment of technology alliances will take time. To achieve this, the project team that is engaged in product development should not be forced to createor acquire the necessary core technologies. The risk size of project development is determined by its unavoidable and most risky factors. If this factor is core technology development, its uncertainties and potential delays are immeasurable.For example, if a company doesn't understand technology management, its research and development department is dedicated to the development of various technologies, and its useful period is 3 to 10 years from now". However,Most of this research and development work fails to take full advantage of the company's existing technology base. As a result, his core technology expires without other core technologies to replace. The shortage of R & D funds has left some of the core technologies behind the product line obsolete, and the company has had to invest heavily to catch up with the loss of market share.In reviewing the product development process, we identified the following common technical management flaws:delayed product development due to technical accidents. If the technology had been adequately prepared, these accidents could have been avoided.Because the company does not invest in current or future core technology, resulting in reduced technical performance.Because technology development has not been divorced from product development, it has resulted in unnecessary extension of the development cycle.The project failed because of lack of technical risk control.Technology management elements within the PACE definition of technology development process, and the transformation from technology to product development, it clarifies the difference between product development and technology development of the two, and define their product strategy and contact.7. Pipe managementFinally, when the company eliminates the inadequacies of the project based aspects of product development, it is clear that it will need a better management model to manage all product development projects. As each project becomes more competitive with limited resources, pipeline management becomes the next priority.We find that the following problems can be solved by pipe management:Inefficient resource scheduling systems often lead to resource scheduling, which delays development projects.The priority of the project is not taken into account when making fire decisions.functional department budget and project resource allocation are inconsistent.project skill requirements are inconsistent withdepartmental resources.product development decisions do not take into account the company's growth, product portfolio, or long / short-term focus.These issues exist in all product development projects and should be well addressed in all projects. The PACE pipeline management approach addresses these issues by providing a framework for project prioritization and cross project resource management, and coordinating functional department capabilities with project requirements.。

市场营销第九章中英双语知识点总结

第九章New-product development新产品开发The development of original products product improvements, product modifications, and new brands through the firm's own product development efforts.通过公司自身的产品开发努力，对原有产品的开发、产品的改进、新品牌的开发。

Idea generation想法的产生The systematic search for new-product ideas.对新产品理念的系统探索。

Crowdsourcing众包Inviting broad communities of people customers, employees, independent scientists and researchers, and even the public at large-into the new-product innovation process.邀请广大社会人士客户、员工、独立科学家和研究人员，甚至广大公众参与到新产品创新过程中。

Idea screening想法筛选Screening new-product ideas to spot good ideas and drop poor ones as soon as possible.筛选新产品创意，以发现好的创意，并尽快放弃差的创意。

Product concept产品概念A detailed version of the new-product idea stated in meaningful consumer terms.用有意义的消费者术语陈述的新产品概念的详细版本。

Concept testing概念测试Testing new-product concepts with a group of target consumers to find out if the concepts have strong consumer appeal.与一组目标消费者测试新产品概念，以了解这些概念是否具有强烈的消费者吸引力。

product development(PDF 10页)

commercialization (PD&C).Once a company has established a clear objective,it should assess its level of performance in those dimensions that appear to distinguish the most capable companies from the rest, and incorporate proven best practices into its product development approach.Our research revealed seven key lessons that could help companies build the capabilities they need to realize their aspirations:Lesson 1: Understand what capabilities drive PD&C performanceOur research shows that strength in product development and commerciali-zation contributes to top-line growth (Exhibit 1), and that world-class PD&C can be recognized by excellence in nine key areas (Exhibit 2). However,PACKAGED GOODS: IT’S TIME TO FOCUS ON PRODUCT DEVELOPMENT 92THE McKINSEY QUARTERLY 1997 NUMBER 2PACKAGED GOODS: IT’S TIME TO FOCUS ON PRODUCT DEVELOPMENTTHE McKINSEY QUARTERLY 1997 NUMBER 293PD&C skills vary widely among packaged food companies, and even the best have considerable room for improvement (Exhibit 3).Lesson 2: Develop PD&C strategy in terms of four separate missionsBreaking PD&C into four distinct but interrelated missions (Exhibit 4) helps senior managers articulate PD&C’s role, build key capabilities, and invest inthe right mix of projects. Our research suggests that the best companies understand what it takes to succeed in each of the four missions (Exhibit 5).They appreciate the diƒferences between new products and line extensions in terms of their economic proﬁles (Exhibit 6), and recognize that much of the economic value generated by a successful new product lies in its use as a platform for future line extensions (Exhibit 7).PACKAGED GOODS: IT’S TIME TO FOCUS ON PRODUCT DEVELOPMENT94THE McKINSEY QUARTERLY 1997 NUMBER 2PACKAGED GOODS: IT’S TIME TO FOCUS ON PRODUCT DEVELOPMENTperformance expectations.Finally,they make sure that the head of each division and his/her management team are actively involved in driving PD&C performance.THE McKINSEY QUARTERLY 1997 NUMBER 295Lesson 3: Organize around the four missionsMany of the diƒferences in PD&C performance seem to result from the ways in which companies organize their PD&C eƒforts. The best companies dedicate people within each function to support each of the four missions.For example, some marketing, market research, product development, andmanufacturing people work only on new products, while others focus exclusively online extensions. T o avoid spreading eƒforts too thinly, the best companies focus their teamson small numbers of projects (Exhibit 8).Our ﬁndings suggest that the most commoncause of breakdown in senior management’s eƒfectiveness in managing PD&C perfor-mance is inadequate and superﬁcial perfor-mance measures. Most companies look merely at aggregate sales and proﬁt growth,but the best also have mission-speciﬁc per-formance measures. For mission 1, the metric might be the percentage of substantially newproducts introduced in existing categories. For mission 2, it could be the number of line extensions whose second-year sales are higher than their ﬁrst-year sales. For mission 3, a company might measure the proportion of products that have undergone a cost review in the past three years. And for mission 4, it might measure improvements in the time to market and successrate of projects from the other three missions.Lesson 4: Create a constant ﬂow of good ideasThe survey identiﬁes new idea generation as the critical bottleneck for growth. Most com-panies use an unstructured bottom-up process,but the best employ rigorous strategic plan-ning processes to give clarity ,direction,and dis-cipline to idea generation. In addition, they charge small teams of the best and most season-ed people from marketing, market research,manufacturing,andproductdevelopment with creating a constant stream of ideas.Thanksto the breadth of their knowledge and experi-ence,these teams are able to tap into many external sources of ideas and apply their expertise in combining ideas and developing“big idea” opportunities (Exhibit 9). With anPACKAGED GOODS: IT’S TIME TO FOCUS ON PRODUCT DEVELOPMENT 96THE McKINSEY QUARTERLY 1997 NUMBER 2PACKAGED GOODS: IT’S TIME TO FOCUS ON PRODUCT DEVELOPMENT abundance of ideas to choose from, it is easier for managers to jettison less promising projects to make way for others that have more potential.Lesson 5: Set priorities across groupsPerhaps surprisingly,only a quarter of the companies in the survey allocate resources and set PD&C priorities across product groups.Most allow their brand and product groups to set their own priorities for R&D,or simply let the groups that scream the loudest get their way.We believe that most companies could manage their PD&C portfolios much better.The most successful companies allow funding to ﬂow to the best oppor-tunities, prioritizing projects across the whole company according to the four missions, rather than looking at projects within their separate product groups. New product proposals are evaluated against others from else-where in the company, and only the best are funded. In addition, successful companies plan and reallocate resources on a quarterly basis, use a planning horizon that covers the full time to market of their new platform projects, and plan well beyond a single product generation (Exhibit 10).Lesson 6: Vary the process by type of projectThe best companies use diƒferent PD&C approaches for diƒferent types of project. They build a great deal of iterative consumer and market learning into the development of new products (Exhibit 11), but pursue a more traditional approach and apply strict hurdles to line extensions and cost reduction projects.When they develop new products and platforms,the best companies invest much more heavily in upfront consumer and market research.In the early stages,they develop and test many real product prototypes and directly interact with actual consumers in their natural environment.During product development,they allow projects to proceed only if they meet preset performance targets.At later phases of development,they continueTHE McKINSEY QUARTERLY 1997 NUMBER 297to learn by trying out multiple product and marketing mix variants with consumers and by carrying out contained in-market tests:for instance,by launching a product in a university town or on a campus.Lesson 7: Over-plan and over-manage product launchAƒter idea generation, product launchis the next most critical phase inPD&C.Two-thirds of the companiesin the survey experience diƒﬁcultiesunching a new product in-volves more crossfunctional coordi-nation than any other stage in prod-uct development (Exhibit 12),andaccounts for more than 90percentof the total cost of getting a productto market (Exhibit 13).The best companies use a market-anchored sales calendar to coordinate product development activities. They take great pains to communicate with their salesforces and retailers, ensuring that all the necessary advertising and PACKAGED GOODS: IT’S TIME TO FOCUS ON PRODUCT DEVELOPMENT98THE McKINSEY QUARTERLY 1997 NUMBER 2“getting the product on the shelf.” The very best also minimize the critical。

New-Product-Introduction新产品导入

Pilot Run Preparation
Early information sharing
DFM Reviews
R&D treat factory as internal customer
Emphasize Advanced Quality Planning, process defect prevention.
制關卡作為一項管理工具的思想. • 闡述量產前作為制造準備就緒的評估和問題系統預防的技
巧，而確立新產品導入的戰略重要性. • 明确新產品導入(NPI) 的關鍵活動,包括前期控制關卡, 事后
（post-mortem）分析, 量產前的控制關卡.
2-2
Quality Strategy Master © 2001
MATERIALS
- Material Qualification - Supplier Selection & Qual. - Continuous Improvement
Approved Materials
Manufacturing
- Product Qualification - NPI - Process Control
• Explore the critical success factors of CE teams & activities • Revisit the concept of Process or Quality Gates as a management tool during
the product development cycle and NPI stages • Explain the strategic importance of establishing the NPI event as an

New-ProductDevelopmentandProductLife-CycleStrategies解读

5
Stages of the New Product Development Process
Stage 2: Idea Screening
Product development costs increase substantially in later stages so poor ideas must be dropped Ideas are evaluated against criteria; most are eliminated
product idea product concept Product image
7
Stages of the New Product Development Process
Stage 4: Marketing Strategy Development
The target market, product positioning, and sales, share, and profit goals for the first few years. Product price, distribution, and marketing budget for the first year. Long-run sales and profit goals and the marketing mix strategy.
20
Product Life-Cycle Strategies
PLC Stages
Product development Introduction Growth Maturity Decline

Declining sales Low cost per customer Declining profits Laggards are targeted Declining competition

Management of Innovation and New Product Development

有效管理新产品销售队伍的工具
课程主任
鸿翥吉马
中欧国际工商学院市场营销学和创新管理学教授营销与创新中心主任
教育背景：澳大利亚伍伦贡大学，创新管理与营销学博士学位澳大利亚新南威尔士大学，市场营销学硕士学位加纳大学，工商管理学理学学士学位（荣誉）
我院保留对课程信息（包括价格、日期、地点、师资、课程安排和其他细节等）进行调整的权力。 CEIBS reserves the right to amend information on this programme including price, date, location, faculty, daily schedule and other details.
受益参加本课程的学员将： • 更好理解从模糊前端直到投放市场的整个创新流程 • 学习创意性思维，以及评估、筛选产品新创意的最佳实践 • 学习产品团队协同工作的最佳原则与实践 • 体验绝妙的“客户之声”工具 • 学习成功企业扩大新产品成果的经验 • 学习管理负责新产品营销的销售队伍的方法
课程内容 • 新产品开发的重要性－创新的需求，成功企业的经验 • 新产品成功或失败的原因－中国新产品案例 • 产品创新流程图－新产品开发的使命、愿景、战略和目标，制成并实施新产品开发流程图 • 新产品开发－模糊前端，例如：创造力、新创意的产生、评估和筛选；开发流程－阶段－关卡流程；
客户服务小组中欧国际工商学院北京校园北京市海淀区东北旺西路8号中关村软件园20号楼邮编：100193 电话：(86 10) 8296 6688 传真：(86 10) 8296 6789 电子邮件：exed@
客户服务小组中欧国际工商学院深圳代表处深圳市福田中心区益田路6003号荣超商务中心A座8层邮编：518026 电话：(86 755) 3337 8136 传真：(86 755) 3337 8113 电子邮件：exed@

【全版】销售：管理有利润的客户关系推荐PPT

• Many new products
• $4.2 billion annually and services are in
invested in R & D
development
10 - 2
Definition
• New Product Development
▪ Development of original products, product improvements, product modifications, and new brands through the firm’s own R & D efforts.
▪ Stage 3: Concept Development and Introduction
Stage 8: Commercialization Product development costs increase
Testing substantially in later stages.
Rising profits Middle majority are targeted
❖ substantially in later stages. Concept tests ask target consumers to evaluate product concepts.
10 - 7
New Product
Development Strategy
Declining profits
– Customers, competitors, distributors, suppliers
10 - 5
New Product Development Strategy
• New Product Development Process:

新品开发流程英文

IntroductionIn today's fiercely competitive business landscape, the ability to develop innovative and high-quality products is paramount for organizations seeking to maintain a competitive edge. The new product development (NPD) process is a systematic, multi-faceted approach that transforms ideas into market-ready offerings. This article delves into the intricacies of a high-quality, high-standard NPD process, examining its various stages, key considerations, and best practices from multiple angles to ensure optimal outcomes.I. Idea Generation & Concept DevelopmentThe NPD journey begins with ideation, where a wealth of ideas are generated from diverse sources such as market research, customer feedback, internal brainstorming sessions, or external partnerships. High-quality idea generation involves fostering a culture of innovation, leveraging data-driven insights, and embracing open-mindedness to unconventional concepts.Once ideas are collected, they undergo rigorous screening and evaluation based on criteria such as market potential, alignment with corporate strategy, technological feasibility, and profitability. The most promising concepts then proceed to concept development, where detailed descriptions, sketches, and prototypes are created to visualize and communicate the essence of the proposed product.II. Market Research & Feasibility AnalysisA thorough understanding of the target market is essential for developing a product that meets customers' needs and preferences. High-quality market research encompasses both quantitative (surveys, statistical analysis) and qualitative (focus groups, in-depth interviews) methods to gather comprehensive insights into market trends, consumer behavior, and competitor landscape.Simultaneously, a feasibility analysis assesses the technical, financial, operational, and legal aspects of bringing the product to market. This includes evaluating the availability of required technologies, estimating production costs, projecting revenue and profitability, assessing regulatory compliance,and identifying potential risks. A high-standard feasibility study ensures that critical information is accurately and comprehensively analyzed, enabling informed decision-making at this pivotal stage.III. Design & PrototypingDesign is where the product's form, function, and user experience are meticulously crafted. High-quality design emphasizes user-centricity, incorporating human factors engineering principles to optimize usability, ergonomics, and aesthetics. It also embraces sustainability considerations, ensuring the product's lifecycle impact aligns with environmental goals.Prototyping is a critical step in translating the design into tangible forms, allowing for testing, refinement, and validation. Rapid prototyping techniques, such as 3D printing or digital simulations, enable efficient iteration and improvement. High-standard prototyping processes involve creating prototypes that accurately represent the final product in terms of functionality, appearance, and performance, facilitating effective user testing and stakeholder feedback.IV. Testing & ValidationThorough testing and validation are indispensable for ensuring product quality, safety, and regulatory compliance. This phase encompasses various types of tests, including functional testing, usability testing, durability testing, and compliance testing. High-quality testing employs rigorous methodologies, standardized procedures, and state-of-the-art equipment to generate reliable and accurate results.Validation involves comparing the product's performance against established specifications and benchmarks, as well as assessing its conformance with industry standards, regulations, and customer expectations. High-standard validation processes incorporate independent third-party evaluations, when appropriate, to enhance objectivity and credibility.V. Manufacturing Planning & PreparationTransitioning from prototype to mass production requires meticulousplanning and preparation. High-quality manufacturing planning involves selecting the most suitable production methods, facilities, and supply chain partners, considering factors such as cost efficiency, scalability, flexibility, and risk mitigation.Preparation entails developing detailed process flow diagrams, standard operating procedures, quality control plans, and training programs to ensure smooth and efficient production. High-standard preparation also incorporates pilot runs and pre-production trials to identify and address any potential issues before full-scale manufacturing commences.VI. Launch & Post-launch MonitoringA well-executed launch strategy is crucial for maximizing the product's market impact and success. High-quality launch planning encompasses pricing strategy, distribution channels, promotional activities, and salesforce training, tailored to the target market and competitive landscape.Post-launch monitoring involves continuously tracking the product's performance, customer feedback, market dynamics, and competitive responses. High-standard monitoring employs advanced analytics tools and techniques to extract actionable insights, enabling timely adjustments to marketing strategies, product improvements, or even strategic pivots.ConclusionThe high-quality, high-standard new product development process is a complex, multidimensional endeavor that demands meticulous attention to detail, cross-functional collaboration, and continuous learning. By rigorously following the stages outlined above – from idea generation to post-launch monitoring –organizations can increase their chances of successfully launching innovative, market-relevant products that meet or exceed customer expectations and drive sustainable growth. Emphasizing quality and standards throughout the NPD process not only safeguards against potential risks but also fosters a culture of excellence that permeates all aspects of the organization, ultimately enhancing its competitiveness and resilience in an ever-evolvingmarketplace.。

WEEK9知识点总结

WEEK9知识点总结In Week 9, we covered a wide range of topics in our course. From discussing advanced strategies in marketing to understanding the complexities of financial management, we delved deep into the world of business management. This week's knowledge has been invaluable in helping us gain a more comprehensive understanding of the intricacies involved in running a successful business. Below is a summary of the key points covered in Week 9:1. Marketing Strategy:- We explored advanced marketing strategies such as segmentation, targeting, and positioning. These strategies are essential for businesses to effectively reach their target audience and differentiate themselves from competitors.- We also discussed the importance of understanding consumer behavior and how it influences marketing decisions. By analyzing consumer needs and preferences, businesses can tailor their marketing efforts to better meet customer demands.2. Financial Management:- Financial management is crucial for the success of any business. We learned about the different financial statements such as the balance sheet, income statement, and cash flow statement, and how they provide valuable insights into a company's financial health.- We also discussed the concept of financial ratios and their significance in evaluating a company's performance. These metrics help businesses assess their profitability, liquidity, and solvency, providing a comprehensive view of their financial standing.3. Operations Management:- Operations management is concerned with the planning, organizing, and controlling of business processes to ensure efficient production and delivery of goods and services.- We discussed the importance of inventory management, quality control, and supply chain management in optimizing operations and enhancing overall business performance.4. Human Resource Management:- Human resource management plays a critical role in fostering a productive and motivated workforce. We explored the different functions of HRM, including recruitment, training, performance evaluation, and employee relations.- We also discussed the growing importance of diversity and inclusion in the workplace and how businesses can create an inclusive culture that values the contributions of all employees.5. Strategic Management:- Strategic management involves the formulation and implementation of long-term plans and initiatives to achieve a company's goals and objectives.- We discussed the process of strategic planning, including environmental analysis, setting objectives, formulating strategies, and implementing and evaluating the chosen strategies. This process is essential for businesses to adapt to changing market conditions and remain competitive.Overall, Week 9 has provided us with a deeper understanding of the key principles and practices in business management. We have gained valuable insights into the complexities of marketing, financial management, operations, human resources, and strategic planning. These insights will undoubtedly help us in making informed decisions and developing effective strategies to drive business success.As we move forward, it is important to continue building on the knowledge gained in Week 9 and applying it to real-world business scenarios. By doing so, we can enhance our skills as business managers and contribute to the growth and success of our organizations.。

新产品设计与开发程序(中英文)

新产品设计与开发程序New Product Design & Development Procedure（ISO9001：2015）1. Purpose目的:Define a clear procedure for New Products Design and Development 给新产品设计和开发定义明确的程序2. Scope范围Apply to all the products that STARRY develop and manufacture适用于所有本公司开发和生产的产品3. Reference Document参考文件3.1. Quality Manual质量手册3.2. ECN procedure工程变更通知程序3.3. BOM Creation procedure BOM制做程序4. Definition定义4.1. BOM –Bill of Material 物料清单4.2. ECN –Engineering Change Notice工程变更通知4.3. NPI –New Product Introduction新产品介绍会4.4. PR –Purchasing Requisition采购申请单5. Responsibility职责5.1. D&D manager开发部经理:5.1.1. Appoint product developer review and validate the projects.指定产品开发员进行项目评审及确认5.1.2. Review the design requirement, product specification and approve the design output.设计需求与产品规格评估及批准设计输出。

5.2. Product developer产品开发员:5.2.1. Prepare project plan and follow制定项目计划并跟进5.2.2. Prepare the design output完成设计输出5.2.3. Prepare all the project documents制定项目文件5.2.4. Coordinate NPI meeting组织NPI会议5.3. Sourcing采购开发:5.3.1. Find new supplier and material for the new products寻找新供应商和新产品物料5.4. Sample room Supervisor板房主管:5.4.1. Sample room management管理板房5.4.2. Technical orientation to sample development样品开发技术指导5.5. Pattern maker纸格师傅:5.5.1. Prepare new patterns制作纸格5.6. Graphic designer绘图员:5.6.1. Prepare new graphic according to the design input根据设计输入制作图稿5.6. Sample Room板房:5.6.1. Prepare new samples according to the product developer inputs.根据产品开发员需求制作新样品6. General procedure一般程序6.1. Design and development plan 设计和开发计划6.1.1. Customer or Designer Team of D&D Dept. creates new project brief客户或设计开发部设计师制做新项目介绍.6.1.2. D&D manager shall review the received design requirements.开发经理评审设计要求6.1.3. D&D manager and appointed Product Developer make Project Plan开发经理和项目产品开发员制做新《项目计划》6.2. Design and development inputs设计和开发输入6.2.1. Design and development inputs shall include (but not limited to) the requirements as following items: 设计和开发输入应包括(但不仅限于)以下要求:A. Brief, Drawing, Picture项目介绍，图纸，图片B. Material requirements and testing物料和相关测试要求C. Other related documents;其它相关文件6.2.2. All design and development inputs shall be reviewed by the D&D Manager and the Project Developer, communicate with the customer by Email, review the final information and confirm to move forward.所有设计和开发输入需由开发经理和产品开发员评审,通过邮件与客户沟通，评审最终资料并确认进行开发6.3. Design and development outputs设计和开发输出The design outputs include (but not limit to) material card, molds, graphics, patterns, samples, BOM. The detail working process as following:设计和开发输入应包括(但不仅限于)物料卡, 模具, 图稿, 纸格, 样品, BOM. 详细工作顺序如下:6.3.1. D&D manager and Product Developer review and confirm what materials and molds should be ordered 开发经理和产品开发员评审并确认需采购的材料和模具.6.3.2. Product Developer issue materials chemical and other legal requirements through Sourcing Department to supplier 产品开发员通过采购开发部通知供应商物料的化学和其它法规要求6.3.3. Product Developer issue Purchasing Requisition Form to Sourcing Department for sample materials 产品开发员填写《采购申请单》给采购开发部采购物料6.3.4. Graphic Designer prepare graphic works 绘图员制做图稿6.3.5. D&D manager and Product Developer review and approve graphic works, Graphic Designer instruct supplier to produce all the graphics works and molds开发经理和产品开发员评审并确认图稿后，绘图员通知供应商进行装饰物和模具的制做6.3.6. Product Developer prepare 4 set of sample material cards 产品开发员准备四份样品物料卡6.3.6. Product Developer issue Sample Request Form to the Sample Room产品开发员填写《样板制作单》并发给板房6.3.7. Pattern Maker prepare pattern 纸格师傅制做纸格6.3.9. Sample Room produce prototype (prototype only suitable for new sample). 板房制做试板（初板只适用于新结构样板）6.3.10. D&D manager and Product Developer review prototype, and if necessary, improving modification shall be carried out.开发经理和产品开发员评审试板，并在需要时修改试板6.3.11. After the prototype is accepted, Sample Room produces final samples试板确认后，板房制做确认板6.3.12. Make BOM according to BOM Creation Procedure根据《BOM制做程序》制做BOM6.4. Design and Development review 设计与开发的评审See 6.2.2 / 6.3.5 / 6.3.10 请看6.2.2 / 6.3.5 / 6.6.5. Design and Development verification: 设计和开发的验证Finished samples shall be verified by the product developer according to design inputs, and record in Design and Development Verification Report.确认板需由产品开发员根据设计输入要求进行验证，并记录在《设计开发验证报告》6.6. Product developer issues a development Debit Note request for all invested molds产品开发员填写开发请款单并发给客户请款6.6. Design and Development validation设计和开发的确认6.6.1. Product Developer gets final sample validation from customer. 产品开发员从客户得到样品最终确认6.6.2. QE will conduct the Design and Development validation test to the first order shipment, and record in Design and Development Validation Report品质工程师在第一批生产出货时进行设计开发确认，并将结果记录在《设计开发确认报告》6.7. When new order received, the following action shall be taken: 当收到新定单，需进行以下工作6.7.1.1. Product Developer issue BOM to MC for MRP preparation产品开发员发出BOM给MC运做MPR6.7.1.2. Product Developer prepare final approved material card and issue to Customer Service Department产品开发员制做确认物料卡并发给客户服务部6.7.1.3. Product Developer organize NPI meeting产品开发员组织召开新产品介绍会6.9. Design and Development change设计和开发的修改6.9.1. Design and Development change control refer to Engineering Change Control Procedure设计和开发的修改请参考工程变更通知程序7. Appendix I 附件7.1. 设计开发流程图Development Process Flow7.2. 项目计划表Project Plan Form7.3. 采购申请单Purchasing Requisition7.4. 样板制作单Sample Request Form7.5. 设计开发验证报告Design and Development Verification Report7.6. 设计开发确认报告Design and Development Validation Report7.6. 培训表格Training Form:设计开发流程图开发经理开发经理开发员开发经理开发员开发采购员绘图员纸格师傅开发经理开发员开发经理开发员开发经理开发员开发员品质工程师开发员项目计划表样品物料卡样品制作单采购申请单设计开发验证报告设计开发确认报告确认物料卡板房开发员开发员8.1：Design & Development Process FlowD&D managerD&D manager and product developerD&D manager, product developer, sourcing buyer, graphic designer, pattern maker D&D manager and product developerD&D manager and product developerD&D manager and product developerProduct developerQEProduct developerProduct developerProject plan formSample material card,Sample request form Purchasing Requisition formDesign and development verification reportDesign & development validation reportApproved MaterialcardSample roomProduct developer项目计划表Project Plan Formnew product project planCustomer : SKU's no:Starting Date: Collection: Total Qty: Update on: Developer:。

产品开发设计1

1.1 新产品和新产品的开发
1.1 新产品和新产品的开发
1.1 新产品和新产品的开发
1.1 新产品和新产品的开发
1.1 新产品和新产品的开发
美国和加拿大对新产品的定义：对绝大多数顾客来说是陌生的或新鲜的，人们暂时还不了解它的用途以及购买它的理由; 创建或扩展了一个新的产品大类的产品；需要为产品建立与此相对应的全新的销售渠道。
产品设计与开发是进行知识的整合工作，是一个知识运用和知识创新的过程。
要形成一个优良的设计，就设计教育而言要培养设计师具有设计开发的策划能力、设计思想的表现能力、综合设计的思考能力，以及项目组织的协调能力等。
1.8 商品诞生系列链中的设计与管理
从不同的角度理解产品，并通过有效的合作和协作，可以最大限度地提高设计的效率和质量。 1、设计管理 2、人员管理 3、商品诞生系列链中队产品设计人员的要求（工业设计人员在产品设计与开发过程中需要协调各种不同角色的关系，使企业内部达到和谐统一，技术人员按职能组织产生有效的技术行为，管理人员按项目组织协调各种不同角色的关系，销售人员提供市场需求信息及产品使用反馈）
1.1 新产品和新产品的开发
1.1 新产品和新产品的开发
1.1 新产品和新产品的开发
日本对新产品的定义：
具有新的使用功能，具备其他产品所不能做到的质量和功能的产品；具有新的构思的产品；具有在研究上、技术上和生产上有创新的产品；具有能满足新的市场与新的服务的产品。
先进性、新颖性和适用性
1.1 新产品和新产品的开发
1.1 新产品和新产品的开发
1.1 新产品和新产品的开发
1.1 新产品和新产品的开发
1.1 新产品和新产品的开发
现代意义的新产品的开发：将产品的创新和将产品的要素合理组合，以获得更大效益的全过程的活动。产品的规划—产品从构思到试制—生产和销售以及产品的品牌策划等方面的活动。