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Student Number 93430006
Author Fu-Shing Yo(游復興)
Author's Email Address No Public.
Statistics This thesis had been viewed 1826 times. Download 5 times.
Department Executive MBA
Year 2005
Semester 2
Degree Master
Type of Document Master's Thesis
Language zh-TW.Big5 Chinese
Title 以平衡計分卡架構探討新產品開發的績效評估
— 以某公司研發流程改善專案為例
Date of Defense 2006-07-10
Page Count 143
Keyword
  • Balanced Scorecard
  • Integrated Product Development
  • Performance Measurement Index
  • Process-based Scorecard
  • R&D Management
  • Strategic Themes
  • Strategy Map
  • Abstract There are two process scopes in the enterprise activities, one is innovation process, and the other one is operation process. The former, “innovation chain”, is the one to develop new markets or conduct research and development, which is the process to create new business or product. The latter, “supply chain” is the one to maintain the selling of existing products or services to get payback of the investment for next innovation chain cycle, which contains the process activities of ordering, production, logistics, sales, service and warranties.
    The past issue for an enterprise is supply chain optimization, while current and future issues for them are innovation chain optimization. To face these issues, IBM has already transformed her R&D organization, process, culture and climates. She also helped her clients via using this transformation methodology with her own successful experience. The solution is called integrated product development, IPD. The philosophy of IPD is to treat the product development as a “business” to achieve its target with efficiency and effectiveness. The key elements of IPD are to integrate the product development operations in terms of investment decisions, development processes, organizations and IT systems, starting from the product concept phase to end-of-life phase.
    It will be a critical successful factor for this kind of product development transformation, if the completed performance measurements can also be defined with details throughout the implementation process. This study tries to apply the concept and structure of the balance scorecard into the IPD operations to make their performance measurement system more comprehensive. The objectives of this thesis study are as below,
    􀁺 To develop a performance management reference model with practical usage in the
    areas of new product development management.
    􀁺 To explore how product development performance indices can be developed and
    balanced in the four aspects of BSC as a scorecard and also explore how performance
    indices can be drilled down to operation teams or individuals.
    􀁺 Provide recommendation for the application of the performance management reference
    model in real pratice.
    This study is mainly based on the BSC and strategy map structure which are defined by
    Kaplan & Norton to conclude the strategic themes, strategic objectives and performance
    indices from the study of new product definition, development processes and their CSF’s. The
    output will be a reference model which can be applied in the real practice of generating
    strategy maps and product development scorecard of IPD. (IPD Scorecard). There is also a
    case study to explore the application and limitation of the scorecard, which will provide the
    constructive suggestions to the enterprises in the real practice.
    Table of Content 論文摘要I
    ABSTRACTII
    誌謝辭III
    目錄IV
    圖目錄VI
    表目錄VII
    1.緒論1
    1.1.研究背景1
    1.2.研究動機2
    1.3.研究目的3
    1.4.研究範圍與架構4
    1.5.論文研究流程6
    2.文獻探討7
    2.1.新產品開發相關之文獻探討7
    2.1.1.新產品定義與類型7
    2.1.2.新產品開發的流程9
    2.1.3.新產品開發與策略13
    2.1.4.新產品開發的關鍵成功因素15
    2.1.5.新產品開發的績效評估17
    2.2.平衡計分卡之相關文獻探討26
    2.2.1.平衡計分卡26
    2.2.2.策略地圖28
    2.2.3.平衡計分卡與策略的連結32
    2.3.整合性產品開發(IPD) 之相關文獻探討34
    2.3.1.產品開發的實務問題34
    2.3.2.整合性產品開發方案的內涵45
    3.研究方法與架構61
    3.1.研究方法61
    3.2.研究架構62
    3.3.研究限制65
    4.新產品開發績效指標參考模型66
    4.1.產品開發管理轉型變革的層級66
    4.2.新產品開發管理策略地圖67
    4.2.1.策略與策略主題探討67
    4.2.2.財務構面71
    4.2.3.顧客構面73
    4.2.4.內部流程構面74
    4.2.5.學習與成長構面78
    4.2.6.整合性產品開發(IPD)策略地圖85
    4.3.IPD計分卡86
    4.3.1.財務構面86
    4.3.2.顧客構面87
    4.3.3.內部流程構面88
    4.3.4.學習與成長構面90
    4.3.5.策略性工作群組與個人績效指標92
    4.3.6.IPD計分卡績效衡量指標特性100
    5.個案分析103
    5.1.個案公司簡介103
    5.1.1.個案公司成立背景103
    5.1.2.個案公司面臨的挑戰103
    5.2.個案公司產品開發主要問題104
    5.2.1.個案公司產品開發問題分析104
    5.2.2.個案公司變革要點108
    5.3.個案公司策略地圖110
    5.3.1.個案公司策略主題的選擇110
    5.3.2.個案公司策略地圖111
    5.4.個案公司IPD計分卡113
    5.4.1.財務構面113
    5.4.2.顧客購面114
    5.4.3.內部流程構面114
    5.4.4.學習與成長構面116
    5.4.5.個案公司策略工作群組與個人績效指標117
    6.結論與未來研究方向121
    6.1.結論與建議121
    6.1.1.整合性產品開發績效管理參考模型架構121
    6.1.2.整合性產品開發績效衡量指標(IPD計分卡)內容122
    6.1.3.整合性產品開發績效管理參考模型應用123
    6.2.其他討論126
    6.2.1.整合性產品開發(IPD)的運作模式126
    6.2.2.整合性產品開發(IPD)對實務界的成效127
    6.3.研究貢獻與未來研究方向129
    6.3.1.整合性產品開發績效管理參考模型貢獻129
    6.3.2.整合性產品開發績效管理未來研究方向130
    參考文獻131
    Reference 一、中文部份
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    13.陳美玲 , 環境、競爭策略、平衡計分卡與經營績效關連性之探討---以我國資訊科技業為例,淡江大學 會計學系博士學位論文,2002。
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    17.楊長林,「新產品開發:設計與定位、流程、績效評估之整合性管理研究」,國立臺灣科技大學工業管理系博士學位論文,2002。
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    二、英(日)文部份
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    Advisor
  • Hann-Tarn Jeng(鄭漢鐔)
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    Date of Submission 2006-07-12

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