现代企业运营管理3产品设计.PPTVIP

内部Internal 员工 营销部门 研发部门 外部External 顾客 竞争对手 供应商 创意从哪里来? 评估公司对创意的实施能力 平衡公司的能力与市场机会 投资小见效快是个好的投资机会吗？ 顾客需求确认 确认新产品的关键卖点 找出消费者需求的新产品的核心属性 质量屋 顾客需求 产品特点 功能特点 定义产品如何满足顾客需求的属性 确认产品的工程属性 对工程属性进行排序 对竞争者的产品进行比较 质量屋 顾客需求 产品特点 确定产品如何被生产 确定产品物理细节 画出工程图纸 产品规格细节 质量屋 产品特征 零部件细节 质量功能展开 通常由跨职能团队执行 将顾客的需求偏好转换成产品特征 通常用质量屋来描述 质量屋的内容 确定顾客需求 如何满足顾客需求 将顾客需求和产品特点相关联 说明公司实施方法之间的关联 确定各相关项的权重 评估竞争对手的产品 质量屋的逻辑顺序 质量屋的一个例子 新产品开发的常见手段 可制造性 价值工程 同步工程 反向工程 强壮性设计 模块化设计 计算机辅助设计(CAD) 标准化 延迟差异化 大规模定制 环境友好设计和制造 可制造性 可制造性是便于生产和装配，好处在于: 低成本 高劳动生产率 高质量 麦当劳餐厅的可升降玻璃 控制玻璃升降的电机装配图 优化后的电机装配图 价值工程 聚焦于生产过程中的设计优化 在不改变产品性能的前提下，使用更简便有效且成本更低廉的部件及生产手段 一个支架优化的价值工程 产品开发的组织形式 传统上是各部门独立工作 先进的管理方式要求各部门组成团队工作 传统上的各部门独立工作 设计部门 制造部门 新产品 * * * This slide suggests the relatively small number of product concepts that actually become successful. Ask students to suggest reasons for such a poor success rate. Can they also suggest ways by which the success rate might be improved? * This slide indicates the stages in the product development process. It also attempts to indicate organizational teams assigned to accomplish specific elements. Students might be asked to consider the utility of having the process broken down among several work groups. Would success be improved if all these activities were carried out by a single “project team” from start to finish, rather than sequentially by teams of specialists? * One notion which might be discussed at this stage is the attempts by manufacturers to add information to an existing good rather than develop a new good. * Here begins the attempt to link the product directly with the customer. You might specify a product and ask students to identify first the attributes of interest to the customer, and second the “benefits” to the customer. * At this point we have to start adding precision to our specifications. If we want a product to be “easy to use,” what exactly does that mean? To use by whom? With what level of preparation? Etc. * At this point, we have to develop the inform