Business principles of the hottest R & D process

  • Detail

The business principle of R & D process

first of all, there is a case: an enterprise once spread a saying: "we always have no time to do things right once, but we always have time to do things wrong and then do them again and again."

a certain enterprise's "seven stage method of R & D process"

in order to do things right at once, the enterprise found the "seven stage method of R & D process" (see Figure)

the enterprise also refined the business principles:

1. New product development preparation stage

1.1 new product concept assumption Market Research

· ensure that the company's new product assumption market research activities can conform to and promote the achievement and development of the company's overall strategy and new product strategy

· ensure that the company's new product concept is technically and operationally feasible

seven stages of R & D process

1.2 screening of new product ideas

· make new product development decisions based on the company's product planning and resource conditions to ensure that new product development can enhance the core competitiveness of e-commerce enterprises

· ensure that the top management of the company reach an agreement on the new product development decision, so as to realize the resource guarantee of the new product development process

1.3 establishment of project management team

· according to the nature of new product development, ensure that the product manager candidate has the ability to coordinate resources of all parties and complete the task of new product development

· ensure the reasonable combination of quality and skills of project management team personnel

2. Feasibility analysis and review stage of new product development

· reasonably plan the input of new product development resources and control the risk of development projects

· ensure that the technical feasibility scheme proposed in the analysis process can be realized

3. New product development project action plan drawing and review stage

· ensure that the overall plan of new product development meets the company's new product development requirements

· ensure that the overall plan for new product development is based on an objective assessment of the company's resource conditions

· ensure that all departments fully understand and support the development of new products, and recognize the personnel scheduling and schedule of their own departments in the master plan

4. New product development and review stage

· ensure that the functional requirements in the new product assumption report are realized and verified on the prototype one by one

· ensure that the work progress and budget of common optional durometers such as Brinell and Richter for new product development meet the requirements of the master plan

5. New product verification and review stage

· ensure that problems in new product design can be found and corrected through production and market verification

· ensure the normal production and marketing activities of new products in the next stage

· ensure that new products that are not suitable for commercialization can be realized in time in the form of technology transfer

6. New product launch stage

7. New product development summary stage

· ensure that the design documents of new product development are complete

· ensure that the experience and knowledge accumulated in the process of new product development are managed and shared

· ensure that the reward and punishment measures and incentive policies for new product development are implemented

let's look back at the "new product development preparation stage" in the first step. With regard to new product ideas, how to have sufficient innovation and how to come up with ideas to seize the opportunity to develop innovative products and lead the market trend is an extremely headache for the leaders of the enterprise. Whether this stage is done well or not is crucial to the subsequent steps. According to the general division standard, the life cycle of product development can be divided into different stages, such as demand analysis, conceptual design, detailed design, process analysis, processing and manufacturing. According to the cost precipitation theory, 10% - 85% of the total value of the product is determined in the product development stage, of which about 75% is determined in the product conceptual design stage. In addition, at the initial stage of product design, the corresponding design knowledge is less, the degree of freedom of design is large, the constraints on designers are less, and the space for innovation is wide. With the progress of design, the design knowledge is gradually increased, and the degree of freedom of design is correspondingly reduced. Therefore, innovation and decision-making in the early stage play a decisive role in the final product

therefore, we suggest that the enterprise should clarify a business principle when carrying out these seven steps: to realize product R & D and innovation, the focus of the enterprise should move forward gradually along the PLM of the product life cycle, be able to evaluate and improve the current enterprise innovation mechanism and atmosphere, and realize a process to promote "product R & D and innovation" through five steps

Step 1: evaluate the current innovation mechanism

first, we need to analyze the current innovation mechanism of the company and judge: when to innovate? How to innovate? What are the advantages and disadvantages of innovation? For example:

can the company understand customers, markets, competitors and the external environment? How does innovation include strategic documents (such as statements referring to the value and mission of the strategy), strategic objectives (the company sets new product or service sales objectives) and strategic plans (how much capital and expenditure budget is invested for innovation? How many people are assigned to work on new products, services or other innovations)? Is the organization's behavior consistent with its strategic thinking (is there a huge plan, but only a small budget)? Does the company have a structured approach to innovation? Has innovation been clearly defined? Is there a process to turn ideas into products? Do people know its essence? Are there people who are responsible for innovation? Do people have equal rights

to what extent can the company tolerate conflict, inconsistency, ambiguity, diversified thinking and non-traditional behavior

in the first month of the orientation plan, what are you showing or talking about innovation to relevant personnel

In the late 1990s, Borg walmer, an auto parts manufacturer, found that it needed to restart its innovation mechanism, and new materials could not create a leading edge for the company for more than 10 years. With the help of external consulting companies, it evaluated its innovation mechanism and found two main problems: one is that it lacks a process of delivering innovative ideas, "Bors warner has ideas, but there is no place to use these ideas". The other is that there are six business units under it, and each business unit has its own R & D budget, personnel and priorities. The new ideas cannot realize cross departmental integration

step 2: establish a mechanism to produce ideological sprouts

now, more variable-speed systems are adopted, such as the exchange servo speed regulation system, and the working state of springs is simulated realistically. After evaluating the current situation of the innovation mechanism, it is necessary to improve the current situation, and the improvement measures are nothing but from the organization, process and performance. For example, modify the bonus content of a senior manager and combine it with the number of employees' suggestions to test whether he can triple the number of employees' suggestions through the old-fashioned but effective employee suggestion plan. The primary purpose of taking improvement measures is to establish a mechanism for generating ideas within the company or used in any industry. These ideas are the basis of innovation. People at any level of the company should understand the necessity of generating ideas. Only in this way can they support and consciously do so

pwc (PricewaterhouseCoopers) held a "super 100" competition in order to increase the company's innovation ability, announcing that it would provide 150 innovators with a prize of $100000, including individuals and teams. Within two weeks, as expected, "Super 100" has gathered many creative ideas. As of the deadline of the competition, PwC has obtained 700 application solutions from individuals and teams. George Bailey, a partner of PWC, said: "We should state the importance of innovation - evolution or death, or both - but there is still a difference between talking about innovation and persuading people how to accept it. Through specific forms such as creative competitions, no one even asks whether we have received the corresponding return on the money we spend. In fact, we have received several times the return."

step 3, screening of innovation buds

there are a lot of ideological buds, and a screening mechanism needs to be established. In the screening process, every thought bud should have the opportunity to fully show itself, so brainstorming and role-playing are common methods

in order to make ideas flow, Borg Warner plans an Innovation Summit, which will last for three days. There were 70 participants, all of whom came prepared and put forward 140 plans for product innovation. They discussed them, and finally, four were retained after screening. On the afternoon of the last day, the board of directors of the company arrived at the meeting and listened to the four plans. Then, the board of directors used electronic instruments to re analyze and approve one of them, and provided funding to the program. The next year, they held a Technological Innovation Summit on how to improve fuel economy and reduce energy emission

General Electric also has a mechanism similar to the Innovation Summit to solve problems creatively, which is applied to the internal workflow of the company to create the idea of managing the company

role playing is also a common practice: some companies should immediately cool down and finalize the opportunities to create ideas by building teams. The job of team members is to pretend to participate in the competition

Step 4: design a specific and operable process

the basic stage of innovation - market feeling, thought creation, determination of target market, development, prototype launch and measurement - is very easy to form a framework, but not easy to implement. Therefore, with the sprouting of ideas and the screening mechanism, in order to make the innovation activities persevere, we must establish specific executable projects that conform to the actual situation of the company, and be able to obtain the recognition and funding given by the company's senior management, because the senior management is unlikely to let a small obstacle stop a very good idea, and they publicly promise to ensure that the idea can be finally realized. By turning the Innovation Summit into an important part of the company's operation process, Borg warner has established the foundation for continuous innovation

however, knowledge work is not linear, but a process of repeating again and again, retreating and then moving forward against the wind. The process of knowledge creation cannot jump out of this framework. The "supply chain" of knowledge creation is scientific foundation - market knowledge - invention - Product Development - process development - Application Development - customer process development - factory support - customer support. In real life, the traditional product supply chain is all about the flow of raw materials, while the innovative supply chain management is the flow of knowledge. The two cannot be managed in the same way: innovative supply chains are not linear. In fact, many innovative supply chains can run in parallel. The flow of knowledge also needs to be managed - in a global environment, all knowledge can be shared quickly and reasonably

step 5: continuously improve the process

establishing a specific and operable process is not once and for all. It must be constantly adjusted and optimized with the changes of the external environment and the internal organization

in order to improve the mechanism, the CKO (Chief Knowledge Officer) of Borg Warner company personally led the efforts to improve the company's major defects in the innovation process. He said, "we are already paying attention to general motors

Copyright © 2011 JIN SHI