摘要
当前个人电脑产业市场低迷，出货量连年递减。其背后的原因是由于更多新兴电
子设备逐步取代个人电脑的娱乐功能，导致了电脑置换率的下降。处于艰难外部环境
中的L公司与此同时丢失了业界第一的宝座。为了重回市场第一，L公司提出了更高
的市场份额目标和对应的产品布局新战略。在公司调整组织架构以迎合新战略的同
时，各部门将挑选典型案例检视流程、资源和绩效问题并结合产品特性进行优化改善，
消除浪费，以期快速响应市场变化，提升组织整体效率，最终达成公司目标。精益管
理恰是去芜存菁的最佳手段。

在此背景下，本文认为很有必要对代表L公司研发部门创新能力和技术实力的自
研产品开发项目进行研究。用精益的思维查找现象，用精益的工具识别开发过程中的
不增值现象，继而用项目管理的体系和工具对问题进行试验和改善，期望减少项目开
发过程中的浪费。本文将运用六西格玛理论、精益生产理论和约束管理理论作为研究
工作的基础，通过梳理研发流程、资源和绩效的问题，找到自研项目精益发展之路的
方向。其中，“DMAIC模型”将作为本文主要的结构框架。

在定义阶段，运用“SIPOC模型”缩小讨论范围，确定项目关键指标。在测量阶段，
通过对项目关键指标的解读聚焦现象以及背后的问题。在分析阶段，以“鱼骨图”、“五
问法”等精益工具结合“现场观察”等方式探寻问题背后的根源。在改善阶段的优化方
案设计中，本文结合体系成熟的项目管理理论以及工具平衡传统项目管理中的“三重
制约”，即基于范围的质量、时间和成本，优化项目的时间管理、风险管理、沟通管
理、人力资源管理等方面，对范围变更、风险识别、进度压缩、沟通模式、资源分配、
绩效评价方面提供了优化方案，涉及模板优化、“关键链技术”和基于戴明环的绩效体
系设计等改进措施。针对方案践行的控制阶段，本文提出了组织和人员的保障建议，
即项目管理办公室的职能介入和绩效推进以及人员的培训培养是对优化方案的保驾
护航。

关键词：精益；项目管理；自研产品
III
Abstract
With annual shipments declining, PC industry is currently in a downturn. The reason
behind is that more and more emerging electronic devices with multiple entertainment
functions gradually replace typical personal computers, which leads to a decline in
computer replacement ratio. L Company that is in a difficult external environment loses its
first position of market share in the industry. In order to return to the first place, the
company has proposed a higher market share target and new strategy regarding product
portfolio and positioning. To achieve this, the company need to cooperate with the new
proposal and pick up typical project cases to re-arrange the development process and
resource allocation for non-value added activities removal and performance improvement,
so that it will help the company to accomplish its goal via fast response to the market.
Obviously, “Leaning Management” methods are perfect problem-solving approaches to
address the challenge.
In this context, it is necessary to study the in-house project which is the epitome of
innovation ability and technological strength of the company. It will be helpful to find the
phenomenon with lean thinking, to use lean tools to identify non-value-added activities in
the development process, and then to use the project management system skills and tools to
test and improve the problems, expecting to reduce waste in the project development
process. In the thesis, “Six-sigma Management Theory”, “Lean Production Management
Theory” and “Constraint Management Theory” is used as the basis of research work by
combing the current situation of research and development process, resources and
performance to find the direction of lean development of the in-house project, and
“DMAIC model” is used as main analysis framework.
Firstly, “SIPOC model” is applied to narrow down the analysis scope. Then, “Field
Observation method is used to focus on the phenomenon and the problems behind it.
Thirdly, the root causes of the problems are screened one by one through the methods of
Fishbone Diagram and Five Whys. Then, to solve those problems, the key
improvement methods, i.e. template optimization, Critical Chain Method and
PDCA-based performance indicator design, etc., are put forward to better control scope
IV
change, identify risk, compress schedule, improve communication model, resource
allocation and performance evaluation. As optimization proposals, all the methods work on
the Triple Constraints balance of the project management, which is quality, time and cost.
In addition, it is a great help to involve project management office to exert its functions and
release personnel training program, which ensures the whole system works smoothly.
Keywords: Lean; Project Management; In-house Product目录
致谢..... I
摘要... II
Abstract ........ III
第1章 绪论.. 1
1.1选题背景和研究意义 . 1
1.1.1选题背景 ... 1
1.1.2研究意义 ... 4
1.2国内外文献综述 ......... 5
1.2.1国外研究综述 ....... 5
1.2.2国内研究综述 ....... 7
1.3研究内容和技术路线 . 9
1.3.1研究内容 ... 9
1.3.2技术路线 . 10
1.4研究方法与创新点 ... 12
1.4.1研究方法 . 12
1.4.2研究创新点 ......... 12
1.5本章小结 ....... 13
第2章 理论基础.... 14
2.1精益管理的概念 ....... 14
2.1.1六西格玛理论 ..... 14
2.1.2精益生产理论 ..... 15
2.1.3约束理论 . 16
2.2精益管理的工具 ....... 18
2.2.1五问法 ..... 18
2.2.2鱼骨图 ..... 18
2.2.3戴明环 ..... 19
2.3本章小结 ....... 20
第3章 L公司自研管理现状及问题分析22
3.1公司及组织现状 ....... 22
3.2自研开发管理现状描述 ....... 23
3.2.1研发开发流程现状 ......... 23
3.2.2研发资源管理现状 ......... 27
3.2.3研发绩效评价体系现状 . 30
3.3研发管理存在问题分析 ....... 32
3.3.1开发流程问题分析 ......... 32
3.3.2资源管理问题分析 ......... 34
3.3.3绩效管理问题分析 ......... 37
3.4本章小结 ....... 40
第4章 L公司自研管理优化方案设计 .... 41
4.1自研开发流程优化 ... 41
4.1.1项目的变更控制 . 41
4.1.2项目的风险应对 . 44
4.1.3项目进度的优化 . 47
4.1.4项目沟通的优化 . 49
4.2自研开发资源优化 ... 51
4.2.1项目人力配置优化 ......... 51
4.2.2样机分布与分配优化 ..... 53
4.3建立持续改善的项目绩效评价体系 ........... 54
4.3.1制定项目绩效管理计划 . 54
4.3.2项目绩效的实施 . 54
4.3.3项目绩效的考核与反馈 . 55
4.3.4项目绩效的持续改进 ..... 55
4.3.5项目绩效评价体系总结 . 56
4.4本章小结 ....... 58
第5章 L公司自研管理优化实施保障 .... 60
5.1组织保障 ....... 60
5.1.1项目管理办公室的职能介入 ..... 60