As China's largest SUV and pickup manufacturer, G Company from 2010 began to try to shift to third-generation R & D management, product development model from department-based, cross-functional product development and the transition to market-oriented mode, in order to support cross-functional project team operation, G company plans to explore three modes summary set for automotive R & D management needs.
Three vehicle development plan system
The idea is to develop the overall plan from top to bottom, from bottom to top amendments; big time node by the leadership decided to fully reflect the will of the leadership and market leadership decided 70% plan to give a clear overall project schedule objectives; project team according node requires a large time, when the project plans are refined, full consideration the resources, capabilities, etc., 30% of the correction and improvement to ensure the implementation of the project plan can really landing.
A plan, also known as the milestone plan , mainly clear time constraints seven critical control point, which is seven critical control points are very concerned about the decision-making level, directly determines the status of the entire project is transferred, a plan to start the project project decision-making mission issued the book has made it clear that more competition is based on market needs, taking into account empirical data company history project, so the company at the G-level programming is usually tightly controlled change, to change is usually once a major event, needs after meeting rigorous evaluation by decision-making, in order to change the actual operation, there is little a change of plans.
Two plans, also known as project-level plans , mainly in charge of the project G Technology Center of the hospital management, project management, hospital although the administrative center technology, but more to the company responsible for the highest political level, the highest political level to fulfill the project on behalf of the company daily monitoring and management functions, and the body than the Institute of management-level technical centers, power Research Institute, Research Institute and other interior and exterior to be high-level project plan is mainly to refine a plan, define the project's key activities, these key activities tend to more than one specialized hospital collaboration, a plan was thoroughly discussed by the sub-project manager for various professional institutes, finalized, is a shared commitment to various professional institutes, it is important to define the responsibilities of professional institutes.
Three plans, also known as professional programs , mainly divided into various professional Institute, the project manager responsible for the various sub-professional Institute, this program is very fine level, specific to the needs of people, to the day, while the bronze by RDM R & D Management system, automatically translate into everyone's task, clearly everyone's responsibility, taking into account the complexity and relevance of the automobile research and development, requiring three plans in order to change, also we need to take a simple program change process.
Program monitoring mode
Company decision-makers to monitor the overall project as long as the basis of a plan (milestones) to start monitoring seven key milestone has been completed on time, means there are two kinds of end stage of review meetings and stage.
Plan for various professional institutes, monthly monitoring mode, using a very simple and effective way to start the actual number of tasks completed this month (divided by) planned number of tasks completed this month * 100% draw the institute monthly completion rate, eventually forming the following statements:
| Professional Institute |
January |
February |
March |
| Systems Research Institute |
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| Body Institute |
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| Institute site |
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| … |
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Before the Great Wall Automobile R & D Center Building, 2014, research and development will all move into the Great Wall million R & D center building, there will be memories of struggle
(Author: Dong Kyu, bronze RDM product manager, Hicheng consultation and co-founder, co-founder of software bronze, the third generation of R & D management practice philosophy, to create an integrated research and innovation management platform Sina meager: @ Dong Kyu Tiger)
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