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论文编号：	15722
作者编号：	2320234061
上传时间：	2025/12/9 16:07:17
中文题目：	SK公司新产品开发流程构建与实施研究
英文题目：	Research on Construction and Implementation of New Product Development Process of SK Company
指导老师：	李季
中文关键字：	新产品开发；流程构建；门径管理；集成产品开发
英文关键字：	New Product Development；Process Construction；Stage-Gate Process； Integrated Product Development
中文摘要：	当前商业环境瞬息万变且竞争激烈，创新能力是制造型企业的核心竞争力，是否能够及时推出满足市场需求的新产品，对制造型企业的发展至关重要。特别是在电阻焊电源行业，随着技术的不断进步和市场需求的日益多样化，企业需要不时推出新产品以适应行业的发展趋势。 本文以电阻焊电源企业 SK 公司为研究对象，聚焦其新产品开发流程的构建与实施问题。研究基于门径管理理论（Stage-Gate）与集成产品开发（IPD）理论，综合运用文献分析法、深度访谈法与数据分析法，系统构建了适配 SK 公司的新产品开发流程体系。首先，通过 PEST 模型与波特五力模型分析，明确了SK 公司构建新流程的必要性；同时，从技术基础与公司高层支持两方面论证了可行性。 然后通过访谈的方式了解到公司各部门对新产品开发流程的需求以及建议，决定了采用四阶段的流程框架：产品企划阶段通过市场洞察、需求转化与技术可行性预审，确认产品开发的方向以及进入市场领域；研发设计阶段聚焦概念设计、详细设计与仿真验证；测试验证阶段通过样机制作、功能测试与可靠性验证，确保产品达标；小批量阶段通过试产与客户试用，验证生产工艺与市场适应性。同时，设计了包含市场导向有效性、跨部门协作效率等等的三级指标的评估体系，实现流程量化评估。最终，SK 公司以禅道管理系统为数字化工具，通过制定详细计划、组建跨部门团队、开展项目试点及建立动态监控机制，验证了流程有效性。此外，通过企业文化建设、激励制度与分层培训体系，为流程落地提供保障。 本文对 SK 公司在新产品开发流程构建与实施的研究有助于企业高效快速开发出符合市场需求的新的产品，提升企业的竞争力。同时 SK 公司在新产品开发流程方面的经验与教训对于同行业其他企业具有重要的参考价值。
英文摘要：	In the intensely competitive and rapidly evolving business landscape, corporate survival and growth critically depend on innovation capabilities and agile market responsiveness. As the core component of enterprise innovation, new product development (NPD) plays a pivotal role in enhancing competitive advantage, fulfilling market demands, and achieving sustainable development. Particularly in the resistance welding power supply industry, where technological advancements and increasingly diversified market needs converge, companies must periodically launch new products to align with industry trends. This thesis examines SK Company, a resistance welding power supply manufacturer, focusing on the construction and implementation of its NPD process. Grounded in the Stage-Gate Process theory and Integrated Product Development (IPD) framework, the thesis systematically develops a tailored NPD system through integrated methodologies—literature analysis, in-depth interviews, and data analytics. Initially, PESTEL and Porter's Five Forces analyses substantiate the necessity of process reconstruction, while technical infrastructure and executive endorsement demonstrate its feasibility. Through cross-departmental interviews, a four-phase NPD framework was established: Product Planning Phase: Validates development direction via market insight, demand translation, and technical feasibility assessment. R&D Design Phase: Executes conceptual design, detailed engineering, and simulation verification. Testing & Validation Phase: Ensures compliance through prototyping, functional testing, and reliability validation. Small-Batch Phase: Confirms production viability and market fit via trial manufacturing and customer acceptance testing. A three-tier evaluation system quantifies process efficacy, incorporating metrics like market-orientation effectiveness and cross-functional collaboration efficiency. Using the Zentao management system for digital governance, SK Company validated the framework through detailed planning, cross-departmental teams, pilot projects, and dynamic monitoring. Corporate culture refinement, incentive mechanisms, and tiered training programs further ensured operationalization. This thesis provides a replicable model for manufacturing enterprises to accelerate market-driven innovation, demonstrating how structured NPD processes enhance competitiveness. SK Company's empirical insights-both successes and lessons-offer significant referential value for industry peers navigating similar transformational challenges.
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