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研究分析 PACE（产品及周期优化法）、IPD（集成产品开发）、SGS（门径管理
系统）和 PVM（产品价值管理模式）等新产品开发管理理论，对企业的组织结构要
求、针对性各不相同，具有各自的优缺点，没有单一理论完全适合 SXHD 公司军用
国防、航空航天高技术新产品研发项目，通过采取 SGS 门径管理阶段、CE 并行理论
和流程再造技术互相结合，可以有效缩短目前电子产品研发过长的周期
本文建立的电子产品研发管理模型（EPDPM），可以真实反映出该类研发项目的
管理过程，基于此模型对现有流程做出的判断是准确的，通过取消、合并主流程串行
的不增值环节、并行监督流程、信息化自动化快速执行领导事务性审批、将领导技术
性审批合并到会议评审活动中，简化了 EPDPM 研发流程
通过成都 X 所，洛阳 XXX 中心两项“特急”产品研发项目的实际经验，验证了
EPDPM 流程优化的可行性；在不改变组织结构的前提下，可以显著节约管理活动占
用的时间，从而改善电子产品研发项目的研发效率
关键词：产品研发，流程管理，流程优化，并行工程，门径管理系统ABSTRACT
III
ABSTRACT
Driven by the ‘made in China 2025’ the military defense and aerospace sectors have been
the focus of attention. Such products must have high technology, reliability, safety.
Production enterprises must have the ability to believe. As a result that SXHD Company
has a traditional organization structure, the functionalized process is not suitable to the
management requirement for the modern information technology project. Because of the
intersectional managing of several function departments, it is result in existing too many
examining and decision-making items. Therefore, many projects start late, techniques
examining is separated from the design, much time is expended in the supervision program
for the purchase of materials and apparatus. The research efficiency for electronic product
project is reduced.
By analyzing the theory about the management of new product development, such as the
PACE (Product And Cycle-time Excellence), IPD (Integrated Product Development), SGS
(Stage-Gate System) and PVM (Products value management), it can be found that each
theory pays attention in different area, has different requirement in the organization
structure, and has different advantages or disadvantages. Single management theory for
new product development is not enough suitable to the electronic product developing
project. By combining SGS, CE (Concurrent Engineering) and BPI (Business Process
Improvement) technology, the problem is can be resolved that the developing period is too
long.
Built EPDPM (Electronic Product Development Process Management) model is useful to
reflect the managing process of the project. Base on the analyse of the existing process by
EPDPM model, the activities in the process can be classified exactly by use ESIA
(Eliminate, Simplify, Integrate, Automate) method. The EPDPM can be optimized by
eliminating or integrating some un-increment activities which are serially connected in the
process, making those supervision programs be connected with the process in a
concurrentway, using the office automatic system to quicken the check program for
directors, and combining the technicalratifications into the examining meeting.
The reengineering EPDPM is proved be feasible by actual ＂extra urgent＂ management西安电子科技大学硕士学位论文
IV
in two product developing project of Chengdu X Research Institute and Luoyang X
Research Center. In the case of not change the organization structure of the research
institute, the management period is shortenobservably and the capital cost is reduced
evidently by using the new EPDPM. The efficiency of product development for the
electronic product project is improved.
Key words: Product development, Process management, Process improvement,
Concurrent engineering, Stage-Gate System插图索引
V
插图索引
图 1.1 技术路线图....7
图 2.1 标杆瞄准法模型示意图......14
图 2.2 DMAIC 模型示意图14
图 2.3 产品串行开发流程示意图..16
图 2.4 产品并行开发流程示意图..17
图 2.5 典型的 PACE 流程示意图..18
图 2.6 典型的 SGS 流程示意图.....19
图 3.1 员工了解流程管理的程度..27
图 3.2 员工了解公司具体流程的程度......28
图 3.3 员工对公司流程合理性的评价......28
图 3.4 员工对公司流程结构的评价..........29
图 3.5 员工对公司流程节点的评价..........29
图 3.6 员工对公司流程执行力的评价......30
图 3.7 员工对公司流程保障制度的评价..30
图 3.8 员工对公司公司组织结构、职能设置是否影响流程管理效果的评价..31
图 3.9 员工对公司流程管理存在问题的原因的评价......31
图 4.1 典型的 SGS 流程.....39
图 4.2 简化的 SGS 流程.....40
图 4.3 SXHD 公司流程阶段模式划分的研发流程..........42
图 4.4 以“计划管理阶段”模式划分的产品研发流程..43
图 4.5 根据 SXHD 公司情况的简化 SGS 研发流程........43
图 4.6 SXHD 公司目前一级新产品研发流程......46
图 4.7 A
01
流程（研发项目管理） 47
图 4.8 A流程（策划） ....48
图 4.9 A流程（立项） ....48
图 4.10 A
110
流程（签订合同）.....49
图 4.11 A
211
流程（生产）.49
图 4.12 A
27
流程（原材料采购） ......
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