近几年来，由于中美产业和技术竞争日益加剧，我们越来越多的企业开始对产品和技术研发给予了更多的关注，投入了更多的资源，但是企业研发管理水平提升却困难重重。
一、研发管理为什么这么难呢？
因为太多的人一直把主要精力都放在看得见的流程和制度上，而忽视了业务逻辑关系的思考与员工能力的提升，总认为若能梳理出一个所谓非常严谨科学的流程就能够解决研发管理的问题，把研发管理想得太简单了。中国数字化转型网www.szhzxw.cn
结合自己过去七年在企业专职从事IPD流程变革工作的经历，今天早上继续做一点简单的分享。比如：早年华为拜师IBM学习并运用了一套叫做IPD的研发管理模式，获得了巨大成功，这些年，就有许多已经或正准备导入IPD的企业，也在学习华为IPD，但是学成功的很少，半途而废，私心自用，自以为是，强行阉割，搞得不伦不类的很多。主要还是只学习它的“形”，而忘记了背后的“神”。其实是对IPD没有一个深刻的理解。
当然，也有一些IPD推行得还不错的企业，比如：近一年来，我在与同行朋友交流中发现有些企业基于IPD的研发管理模式，再结合日系企业的精益研发管理，摸索出了一套适合自己企业的精益IPD研发，并在实践中就得到了很好的应用。中国数字化转型网www.szhzxw.cn
二、那么，这个精益IPD研发又是什么回事呢？
简单讲它主要包括：一张蓝图、三个目标、一个持续改善过程。
一张蓝图是指：企业研发战略地图。具体包括产品定位和产品线组合等等内容，这张蓝图一经确定，就为企业产品和技术研发指明了方向。当然，企业也可以根据市场环境和客户需求的变化对这张蓝图进行修订、更新和迭代，使之更能适应市场竞争的需要。中国数字化转型网www.szhzxw.cn
三个目标是指：职能集成、任务并行和过程精益。
1）职能集成是指：研发项目管理过程当中一种组织管理方式。它把参与产品和技术研发的研发、技术、采购、生产、品质和计划等等各个相关组织职能通过流程进行集成整合，以便实现高效协同、提高研发效率、缩短研发周期、降低研发成本。中国数字化转型网www.szhzxw.cn
2）任务并行是指：在项目管理过程当中可以并行规划和实施各个组织职能的任务，让所有这些任务在所有里程碑节点到来之前取得成效（满足阶段目标），并最终实现研发目标。
3）过程精益是指：整个研发过程当中必须同时遵循两个重要原则：一个是各项研发输出要追求准时化、零延迟；另一个是研发质量要追求自动化、零缺陷。中国数字化转型网www.szhzxw.cn
精益研发管理的这三个目标：思路清晰，导向明确，听上去很美，但实现起来很难。也就是说罗马绝对不是一天建成的，华为的成功无法复制，IPD也不是灵丹妙药，试图花几个月、甚至一两年时间导入IPD，就能够像华为那样做研发管理是不现实的！
所以，如果你们企业想要导入IPD，建议别学华为那套原汁原味的IPD体系，而是参照以上精益IPD研发的思路可能会更加容易取得成功。中国数字化转型网www.szhzxw.cn
尤其像我们的制造型企业，要想实现精益IPD管理的三个目标，需要放下急功近利，放下短期行为，借鉴早年日企模式走一条精益持续改善之路。当然，精益研发也是一个系统工程，主要包括研发流程管理，研发的知识库管理，研发的跨流程团队管理，研发的开放式创新。而精准研发又是精益研发的前提，这些都需要借助信息化手段来逐步实现。这也是我今天主要想分享的内容。
因此，企业要想做好研发管理，建议要在精益路上持续进行：职能集成、任务并行和过程精益三项修炼，反正不能在流程上搞得太复杂，企业研发团队就能够茁壮成长，逐步获得超越对手的意识和能力。
翻译：
Huawei’s success can not be replicated, how to do R & D management?
In recent years, due to the increasingly fierce industrial and technological competition between China and the United States, more and more enterprises have begun to pay more attention to product and technology research and development and invest more resources, but it is difficult to improve the management level of enterprise research and development. 中国数字化转型网www.szhzxw.cn
Why is R&D management so difficult?
Because too many people have been focusing on visible processes and systems, while ignoring the thinking of business logic relations and the improvement of staff abilities, they always think that if they can sort out a so-called very rigorous and scientific process, they can solve the problem of R & D management, and they think that R & D management is too simple.
In combination with my experience of working full-time on IPD process change in the enterprise for the past seven years, I continue to share a little simple this morning. For example: in the early years, Huawei learned from IBM and used a set of research and development management model called IPD, which was a great success. In these years, there are many companies that have or are preparing to introduce IPD, and are also learning Huawei IPD, but there are few successful students, who give up halfway, selfish, self-righteous, forced castration, and made a lot of nonsense. Mainly, we only learn its “form” and forget the “god” behind it. In fact, there is no deep understanding of IPD.中国数字化转型网www.szhzxw.cn
Of course, there are also some companies that have carried out IPD well. For example, in the past year, I found that some companies based on IPD R & D management mode, combined with the lean R & D management of Japanese enterprises, have explored a set of lean IPD research and development suitable for their own enterprises, and have been well applied in practice.
So what is this Lean IPD development all about?
To put it simply, it mainly includes: a blueprint, three goals, and a continuous improvement process.
A blueprint is a map of an enterprise’s R&D strategy.
Specific including product positioning and product line combination and so on, this blueprint once determined, for the enterprise product and technology research and development direction. Of course, enterprises can also revise, update and iterate this blueprint according to changes in the market environment and customer needs, so that it can better adapt to the needs of market competition.
The three goals are functional integration, task parallelism and process lean.
1) Functional integration refers to an organizational management method in the process of R&D project management. It integrates the relevant organizational functions of R&D, technology, procurement, production, quality and planning involved in product and technology research and development through the process, so as to achieve efficient collaboration, improve R&D efficiency, shorten R&D cycle and reduce R&D costs.中国数字化转型网www.szhzxw.cn
2) Task parallelism means that tasks of various organizational functions can be planned and implemented in parallel during the project management process, so that all these tasks can achieve results before all milestone nodes arrive (meet the stage objectives), and finally achieve the R&D objectives.
3) Process lean means that two important principles must be followed during the whole research and development process:. One is to pursue punctuality and zero delay for all R&D outputs. The other is that the quality of research and development should pursue automation and zero defects.
Lean R & D management of these three goals:
clear thinking, clear direction, sound beautiful, but difficult to achieve. In other words, Rome is definitely not built in a day, Huawei’s success can not be replicated. IPD is not a panacea, trying to spend a few months, or even one or two years to introduce IPD. You can do R&D management like Huawei is unrealistic!中国数字化转型网www.szhzxw.cn
Therefore, if your company wants to introduce IPD, it is recommended not to learn Huawei’s original IPD system. But to refer to the above lean IPD research and development ideas may be more likely to succeed.中国数字化转型网www.szhzxw.cn
Especially like our manufacturing enterprises, in order to achieve the three goals of lean IPD management. We need to put down the quick success and short-term behavior. And learn from the early Japanese enterprise model to take a lean road of continuous improvement. Of course, Lean R & D is also a system engineering, mainly including R & D process management, R & D knowledge base management, R & D cross-process team management, R & D open innovation. And accurate research and development is the premise of lean research and development. Which need to be gradually realized by means of information technology. And that’s what I want to share with you today.
Therefore, if enterprises want to do a good job in R & D management. It is recommended to continue on the lean road: functional integration, task parallelism and process lean three cultivation. In any case can not be too complicated in the process, the enterprise R & D team can thrive. And gradually gain the awareness and ability to surpass their rivals.中国数字化转型网www.szhzxw.cn
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