A Study on a Product Development and Collaborative Design Process Improvement of a Transnational Company — Take the D company as an Example
Date Issued
2014
Date
2014
Author(s)
Fan, Chiao-Shin
Abstract
Purpose of this study is focuses on a Transnational Company how to work with its ODM to overcome the difficulties from cost and schedule challenges. Porcesses improvements drove from its customer through four concepts to speed up the growth of organizations, including Global Competition Strategies, Global Product Development, and Develop Process Improvement & Project Management. A commercial laptop workstation applied as an example on demonstrating how to complete the so called Collaborative Design Activities, via Project Management Tools like Six Sigma and Critical Chain Project Management (CCPM). Goal of this study was to justify today’s ODM has more of the strengths besides those well known practices of cost control and manufacturing efficiency. Those ODMs in Taiwan should be more capable on playing a role as a value added partners than an order taken vendors to their customers. Meanwhile, this study also encourages ODMs to go beyond the technical boundries and marching toward the management excellence by bench marking those best practices from their brand customers. Finally, four recommendations been summarized as following:
1. Simplified the processes of product development- The main reason to standardize the product developing and manufacturing processes is to reduce the varience during product life cycle. The ultimate goal is to fulfill customer needs under an appropriate cost or an efficient way to management. A complicated design or process not only increases the implementation cost, also causes the source of varience. Therefore, how to assure the designate processes are easy to follow-up and clearly to understand is the key to success. Organizations shall aware the importance and fixing or simplifying the existing product development process to match the customer requirements is thus very essential.
2. If have to build the collaborative development working enviorment, better to do it at the earliest phase. It’s a hard requirement to reach every aspect of agreement from different departments to functions. While agreements define the quality of a project, thus all project success elements including guidelines, priorities, communications, or endorsements must be unambiguously identified at project kick-off and agreed upon related parties. At the best, an appropriate arbitrator shall be assigned from top management in order to naturally iron out the conflicts without delaying the project undergoing. Basically, the better communication within a project, the better chance of a project could success. Focuses on program or project priorities always help team to synchronize the steps towards harmony. Clearly defining the ways to execute jobs help teams from confusing or arguments during issue managements. Especially the outputs from every process must be defined and documented during project transitioning between processes.
3. A well defined project management tool and product development process, help the project manager monitoring the progress in a systematic way. Guidelines or SOP could help teams to follow things easily but NOT guarranty the will with rigor. A solid, organized auditing mechanism is the insurance to protect processes been followed. Meanwhile, organizations shall encourage individuals or groups to embrace the actions from correction during project implementation. Which not only is the way to make sure the audit system is working functionally and healthy, but also demonstrating organizations can learn from mistakes. With the suitable auditing mechanism in lieu of the implementation of corrective actions, that will be extremely helpful while conducting Collaborative Design and Project management in a project. Rebuilding the organizations or reallocating resources usually not preferred by most of managements when project is undergoing with some kind of urgency. However, the strength of adjustment all conditions to the flexibility and efficiency of Taiwanese ODMs also functioning as the base to support the product towards success from the observations of this research. The strength not only help ODM can level up its core competence but also be beneficial to its future own brand dream, if with.
4. Corporate should periodically modifying its business strategy and adjust the corporate goals by learning from those best practicities. Through the working with those world-class brand companies, Taiwanese ODMs should accelerate the speed to become as the leading edge companies of design excellence. Which also provides a solid foundation in the future if own brand is the long term strategy to Taiwanese ODM. Meanwhile, the enhancement of management skill duing the collaborative deisgn activities with brand customers also help Taiwanese ODMs to reset their corporate business strategies to fit in the business changes caused by the reforms of industrial transformations.
Subjects
全球產品研發
競爭策略
企業流改善
協同設計
同步工程
專案管理
制約理論
關鍵鏈專案管理
六標準差
SDGs
Type
thesis
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