影響產品研發專案管理成效之因素探討 －以X公司的筆記型電腦為例

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楊智琦(Jyh-Chyi Yang) 查詢紙本館藏

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論文名稱

影響產品研發專案管理成效之因素探討－以X公司的筆記型電腦為例

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摘要(中)

全球主要筆記型電腦都是由台灣廠商設計與製造，產品設計能力的強弱將明顯影響企業未來發展，科技人才無法適時提供補充，也將會阻礙產業投資速度，如此一來，勢必對台灣科技產業長期之發展造成很大威脅。
台灣從1995年成為世界第三大資訊產品生產國。經由電子產品生產能力的提升，也創造出研發能力的進步與競爭力，使國際大廠Toshiba、HP、Dell、Acer等都由原本的原廠研發設計，只是交由台灣純代工組裝性質；調整改為研發設計和組裝代工都給台灣廠商。
近年來，筆記型電腦的新技術推陳出新，個人電腦晶片組整合功能大幅增加，從過去1台個人電腦要有數片附加卡才能算是完整的電腦，到目前只需1片整合性主機板就能執行正常的電腦功能趨勢來看，整合的方向將不會改變。也就是說，因為半導體製程技術不斷推進，筆記型電腦很明顯的受到整合趨勢的影響。
考量使用者的行動力，在有限的空間內要達到桌上型電腦同等級的效能，在此狀況下，研發能力更加重要，專案如何執行，與產品品質的驗證，對個案公司未來之研發專案管理有著深遠的影響與決定性的因素。基於上述之研究背景與動機，本研究之研究目的如下：
1. 如何有效管理內部及外部資源，產生競爭優勢而提高銷售
2. 針對產品的設計因素及現有文獻，找出影響此研發專案成敗的關鍵因素，俾使個案公司可以找出最佳的專案模式
3. 一般專案管理的規畫、組織、執行控制、人力資源、績效評估等工作活動，對於NB研發專案而言是否亦可適用？
本研究以個案分析方式，針對產品研發專案管理成效，只對個案公司的筆記型電腦事業群做探討；分析筆記型電腦市場競爭狀況，新技術與新產品的發展方向，個案公司研發專案之開發過程為研究架構，藉由專案管理之內涵，並挑選新研發專案，分析新研發專案之執行過程，比較主要客戶的產品研發過程，進而剖析一個研發專案與整個筆記型電腦研發團隊的關係，並展開組織與人才、產品策略、技術與執行結果等構面去評估，以找到影響研發專案管理績效之因素，研究結果如下:
1. 每週檢討會議
新產品研發專案的規格有很多，需要硬體、機構、軟體、測試及品管部門等專案成員互相配合，每週開會彙整專案進度並對於每一件疏失加以檢討，這六案例每個專案會議都每週至少一次有利於整合專案進度。客戶進度報告會議也是每週定期與客戶溝通協調。
2. 時間-專案開發時間短
該時間不足將造成專案成員壓力大，反而容易疏忽。專業知識通常無時間吸收及融會貫通。若新產品的某一項技術不成熟，並不會因為開發時間增加，而使專案困難度降低。
3. 跨專案整合
減少和預防錯誤發生，共同設計的部份也可以節省資源。由於技術知識的來源廣泛，對於專案開發甚有助益。
4. 出貨規格BOM複雜度
客戶的選擇性降低，量產出貨的組態(Configurations)變少，客戶服務品項及成本也降低，可提高品質良率。
本研究由於時間與財力之限制，僅以資訊電子產業的筆記型電腦公司為研究對象，研究結果可能無法推及其他產業。因此，建議後續研究者可以考慮以其他產業進行，或進行跨產業比較。

摘要(英)

The majority of global notebook PCs is designed and manufactures by Taiwan’s enterprises. Product design capability obviously will be affected the enterprise future development by lacking of R&D human resources, which will hinder the progress of its industry investment seriously. Hence it’ll threaten Taiwan technology industry long term development.
Taiwan took the 3rd place of global info-tech product supplier since 1995. Through the successful experience as electronic product manufacture, enterprises amplify their competitiveness with R&D and design capability. The enhancement of Taiwan makers, brought the strategy evolvement to the international OEMs, like Dell, HP, Toshiba and Acer. OEMs no longer took control of the R&D and design role. Taiwan enterprises transformed from pure manufactures to ODMs successfully.
The notebook PCs used to combine several daughter boards to complete a full function computer. High tech evolution, integrated boards in core logic chipsets, to enhance the development of one full function board instead of the various modules. It goes with effecting that the innovation of semiconductor in design and packaging leading the notebook PCs to the trend of integration.
Mobility, under a small cabinet of notebook PC, how to make its performance same as desktop, are depend on R&D abilities to the growth and expansion of a company. How project execute, increase quality, and measure achievement of R&D project management are becoming profoundly impact of the company in this study case. Based on above research background and motive, research goals as follows:
1. How to well manage internal and external resources to intensify competitive and bring sales growth.
2. Analyze factors of product design and study the published documents to explore crucial points of R&D project management. Thus the company of study case retrieves the preferable mode of project management.
3. Standard project management activities such as planning, organizing, executing control, human resources and KPI evaluation, whether is applicable to NB R&D project management.
This research is via case study way, aim at the NB Business Group of the study company to investigate performance of NB project management. Exploring the NB PC market competitor situation, searching the trend of new tech and development of product, reviewing R&D project management developing process of the case company are structures of this study. Herewith connotation of project management, chooses the new R&D projects, analyzes of implementation the R&D process, as well as compared with the major customers product R&D process, then analyzes a R&D project management with the entire R&D team’’s relations. Meanwhile, appraised by the organization and the talented person, this case study has conducted company’s product strategies, and newly technology as well as the execution result, in order to find factors of the influence R&D achievement. The findings are as follows:
1. Weekly review meeting
Each new R&D case specification are many, demanding team work of hardware, mechanism for NB, software, testing and quality departments. Weekly review meeting for the project progress, teams can engage root cause and lesson learn for every faulty. The six project cases each performed at least one weekly internal meeting to align progress of the project. Also, one weekly meeting reviewed with customers for the progress and communication.
2. Time – Tight schedule of new product development
A compacted milestone leads to high pressure to the project team members. No enough time to absorption of profession knowledge and comprehension. In case cut in an immature technology and develop the new products immediately, it does not mean that extended project development time is able to reduce the project difficulties.
3. Cross projects team work
Common design is an advantage to reduce, prevent mistake and save resources. Diversity of technological knowledge is benefit to the project development.
4. Complexity of shipping BOM specifications
Limited choices to customers on shipping configuration can improve product quality and decrease customer service cost expenses.
Restriction of time and finance, this study only take notebook PC company as the research object. The findings are possibly unable to extend to companies in other industries. Thus, suggested the advanced researchers may consider carries on by other industries or implement on the cross industrial comparisons.

關鍵字(中)

★ 研發專案
★ 新技術與新產品
★ 筆記型電腦研發

關鍵字(英)

★ R&D project management
★ New technology and new product
★ Notebook PC developmen

論文目次

第一章　緒論………………………………………………………………………….. 1
第一節　研究背景與動機…………………………………………………… 1
第二節　研究目的…………………………………………………………… 3
第二章　文獻探討…………………………………………………………………… 4
第一節　筆記型電腦市場分析……………………………………………… 4
第二節　新技術與新產品…………………………………………………… 13
第三節　研發專案管理……………………………………………………… 27
第四節　研發專案的關鍵成功因素及管理成效評估……………………… 41
第五節　本章小結…………………………………………………………… 46
第三章　研究方法…………………………………………………………………… 47
第一節　研究架構…………………………………………………………… 47
第二節　研究方法與研究流程……………………………………………… 49
第三節　研究對象與範圍…………………………………………………… 50
第四章個案公司新產品研發專案過程之研究……………………………….. 51
第一節個案公司簡介……………………………………………………….. 51
第二節個案公司產品設計與開發………………………………………… 51
第三節個案公司研發專案管理方式……………………………………… 59
第四節各項產品之專案管理過程與探討………………………………… 64
第五章結論與建議…………………………………………………………………. 90
第一節研究結論……………………………………………………………. 90
第二節研究建議…………………………………………………………….. 92
第三節研究限制…………………………………………………………… 93
參考文獻………………………………………………………………………………. 94

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1. 中華專案管理學會(2008), 取自: http://www.npma.org/, 2008/3/11
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指導教授

黃同圳(Tung-Chun Huang)

審核日期

2008-7-7

推文