数字化转型已逐步成为企业共识，是企业运营管理中的一道必选题。然而，我们也要看到，数字化转型更一道复杂的命题，涉及到企业的方方面面的变革，除了完成业务对象、业务过程、业务规则的数字化，更重要的是进行组织的变革与转型，将最佳实践管理思想固入数字化平台。
在制造企业，生产组织发展的变迁历程，是一个以日趋专业化为导向的持续裂变过程，质量部门、工程部门、计划部门、仓储部门、设备部门逐步从原有的综合性生产部独立出来。正效用与负效用总是如同孪生姊妹一样同时出现，每一次专业和组织分离，在提升了专业化水平的同时，又不可避免地带来了不利于协同的副效用，且随着生产业务越来越复杂、越来越多样、越来越快节奏（即从慢节律时代向快节律时代演变）。相对于持续提升各部门的专业水平，如何把各自分离后的不同专业和部门黏合在一起协同工作，事实上就成为生产管理越来越核心的任务。 数字化转型网（www.szhzxw.cn）
而数字化转型核心内容就是强调端到端连接与打通、实现端到端协同、将有效协同思想固入数字化平台，所以要顺利推进数字化转型落位与成效，组织的转型实现组织间的有效协同已成为转型的核心内容。
下面笔者与大家聊一聊在制造企业几个生产领域主要部门之间的协同障碍与改进思路，为数字化转型的着眼点定位及实施的有效落位提供思路。
一、制造部门与工程部门的协同【协同障碍】
如果工程部门的职能不独立，隶属于制造，时间一长，工程工艺工作的独立性会逐步丧失，成为制造部门的附庸。同时，专业能力也会逐步退化。另外，不同车间、工序之间的工艺连接与协作一致性也会下降。所以，多数企业会采取把工程部门独立出来的做法。 数字化转型网（www.szhzxw.cn）
工程部门从制造部门独立出来，有利于制造部门专注于工程工艺技术能力的发展，提高工程工艺水平，也有利于形成跨工序、跨车间、跨工厂的工程工艺标准化，实现工程工作的规模效应。但工程部门从制造部门独立出来以后，容易出现对一线的支持不到位、不及时的情况；工程部门的一些工作还容易被制造部门视为不接地气；制造部门也容易不严格遵从工程部门的工艺要求，擅自改变等。
【解决思路】
首先，要明确工程部门的定位。一般来讲，工程部门第一个定位是从研发到制造的衔接器，面对研发时它代表了制造，面对制造时它又代表了研发。工程中的工艺是连接研发与制造的桥梁，工艺决定了方法、生产控制、质量监督。第二个定位是生产的技术支持部门、作业标准制定部门。明晰了定位，才能拿捏好工程部门具体工作展开时的职责边界所在。 数字化转型网（www.szhzxw.cn）
其次，要采取措施强化工程与制造的协同。
- 工程部门主要例行工作要例行化、流程化。应该在什么节点为制造提供什么输出应该是例行化的，做到不让车间倒追（比如各种SOP、夹治具的提供按照主线流程统筹，在开工前自行就位）；例行巡检应该是有明确周期的；对生产线问题的在线响应该做到人员责任明确、响应流程清晰。
- 建立生产线上的工程人员被工程部门和制造部门矩阵式管理的模式，各车间主管应该对服务于本车间的工程人员有一定的管理权限。
- 考核要有捆绑，服务于某车间或某段工序的工程人员的考虑要和本车间或工序的产出量、良率有挂接。
- 个别重要产品或特殊产品可以采用专门项目管理模式，通过项目组方式统筹生产线各相关部门支持到位。 数字化转型网（www.szhzxw.cn）
二、制造部门与计划部门的协同【协同障碍】
当企业没有独立的计划部门时，生产计划安排默认会是车间主任、厂长等生产管理者手里，此时的计划更像一种行政命令，计划的专业性没有保证，计划的全局性也不能顾及。
当计划部门从制造部门独立出来以后，首先是可以确保计划的全局性视角，从整体供应匹配的角度开展计划工作。其次是有利于提升计划工作的专业性。计划部门的存在使库存绩效有了更好的责任主体。同时，计划部门自然成了整个供应链的“交换机”，统筹整体供应链的供需匹配。但是因为计划与制造部门的分离，一些协同障碍也同步出现。 数字化转型网（www.szhzxw.cn）
一是计划部门掌握生产线情况减弱了，各个车间的动态产能状况、生产条件齐备性、各种临时出现的异常情况等信息容易不被计划及时掌握，进而计划部门容易制定出不符合实际情况的计划安排。
二是在维持均匀生产上，二者也容易形成分歧，制造不想让生产资源闲置，希望继续保持生产状态，而计划则更在乎冗余库存风险。
三是在排产安排方面极容易形成在主计划员、生产计划员、车间排产调度、厂长、车间主任、工序主管等之间的多头管理。 数字化转型网（www.szhzxw.cn）
【解决思路】
首先，定位要进行澄清，那就是计划与制造要分立，这是基于计划与执行分离的基本管理思想。其次，计划部门要对计划的合理性负责（当然计划需要制造的及时的信息反馈），而制造对生产执行效果负责。
在强化协同方面的改进思路： 数字化转型网（www.szhzxw.cn）
- 制造对计划的信息反馈规制化（一般情况下都处于自发互动状态）。
- 预留制造接到计划安排后的审核时间，有问题及时反馈以便调整。
- 强调制造不可以“自作主张”安排生产计划，指令路径要清晰明确。
- 设立隶属计划部门，常驻车间的车间调度角色。
- 二者考核要做一定绑定（既要兼顾计划本身合理性，又要兼职计划执行度）。
三、制造部门与质量部门的协同【协同障碍】
质量部门是个特殊部门，相当于“御史”角色，其独立的必要性不需赘言。
虽然一定意义上质量部门就是给制造部门“找别扭”的，但这是从确保质量的角度而言。如果扩及对质量、成本、效率综合最优的企业最大利益角度，质量部门与制造及其他部门的协同又非常重要。质量部门与生产部门的协同裂口体现在几个方面： 数字化转型网（www.szhzxw.cn）
第一个方面是对质检标准和抽样方式的看法分歧上。质量部门的质检标准经常被认为不够细化、不够量化、不统一。比如制造部门认为同样的半成品，在这个车间质检合格，在另一个车间质检就不合格。抽检方式也经常被吐槽，比如其他部门会认为有时候不合格率20%的，可能不如不合格率30%的情况好，就是因为抽检方式问题。另外，质量经常被认为本着“宁可错杀三千，不可放过一个”的模糊原则工作，不顾公司损失，过于本位主义，比如动辄发出停线指令。
第二个方面分歧出现在异常问题处理效率与方式上，当异常情况复杂时，质量部门经常会被认为不专业、不尽心，要么草草结论，要么把棘手问题搁置不理。
【解决思路】
质量部门的传统定位有商榷余地，在快节律时代，只负责发现问题的“御史式”定位已经不太适合大多数企业的现实情况，应该向帮助业务完善的“增值式”定位转变。比如加强质量预警工作，推进质量异常的处理与闭环管理，与制造、工程、设备等部门一起在导致质量问题的二次根因上做出改善。
在强化协同方面的改进思路： 数字化转型网（www.szhzxw.cn）
- 质检标准是质量与制造、采购等部门协同的“接口”，不应该完全视为质量部门的“自留地”，标准的设定应该有与制造、采购等部门的事前互动，事前化解可能的严重分歧。
- 如果有条件，质检标准和质检执行可以进行职责分离。
- 各种质量异常处理应该有明确的分支化流程与标准。
- 质检布局设计应该进行生产线全局性统筹，并与相关部门达成一致。
四、制造部门与仓库的协同【协同障碍】
如果仓库与制造部门不分家，可能有利于配料、退料等业务活动的效率，但库存管理一定是混乱的。所以，仓库独立于制造部门应该算一个组织设计的基本原则。
仓库独立于制造部门，有利于物料库存账目清晰的管理，有利于对库存水平的监控与管理，还可以制造用料起到监督、制衡作用。但两个部门之间也会有协同障碍，主要是体现在领料、退料、换料等工作的效率与节奏一致性上。领料、退料、换料等都相当于一种交易，一般双方需要现场交割清楚，这有些耗时间，且车间的物料需求经常是紧急的，所以就容易出现矛盾。另外，我见过一家企业制造部门内部有个自留小原材料仓库，原因是仓库上白班不上夜班，所以需要白天把晚上的用料加一些冗余先放在制造自己的小仓库备用。 数字化转型网（www.szhzxw.cn）
【解决思路】
- 尽量把由车间驱动的串行形态的领料制改为并行形态的配料制或配领料制。传统的领料制是车间拿着领料单到了仓库，仓库根据领料单去拣料，再交接给车间领料人员。并行形态的配料制，是仓库从计划人员那里拿到工单用料单（这个动作与车间拿到计划人员的排产单是平行的），然后主动拣好料，再配送到车间。配领料制就是仓库也是从计划人员那里拿到工单用料单，然后事先拣好料，然后等车间来领料。这个改善的思路是通过把串行工作改变为并行工作，获得更高的领料/配料效率。
- 对于退料、换料等逆向操作，既要交接账目清晰，又要在操作程序设计上做一定异步化运筹，以不间断、不影响车间正常事务为原则。
- 信息化可以极大地提高制造与车间协同效率，应该重视通过ERP或MES等信息系统覆盖车间与仓库之间的各种交易操作。 数字化转型网（www.szhzxw.cn）
五、制造部门不同工序之间的协同【协同障碍】
不同工序（或车间）之间的协同障碍存在于两种场景：一是并行工序之间的协同；二是串行工序之间的协同。并行工序之间的协同障碍主要体现在部件的吻合性、输出流速的匹配性上。比如当A车间生产的插件不能按照设计图纸吻合性插入B车间的母版上时，就是部件的吻合性出了问题。比如A工序生产的负极片输出量大于B工序生产正极片的输出量时，就是输出流速的匹配性出了问题。串行工序之间的协同障碍主要体现在上游输出部件不符合下游需要的输入标准、上下游产出流速不匹配、上下游的交割成本过高等方面。前两个问题和并行工序面临的问题类似，交割成本过高问题是串行工序之间特有的协同问题。比如因为彼此不信任，上游车间会在末端设置一个出检点，下游车间会在末端设置一个入检点，而从生产线整体看，出检和入检两个环节就是重复浪费的。 数字化转型网（www.szhzxw.cn）
【解决思路】
- 排产权要牢牢握在计划而非制造手中，通过计划统筹、协同各工序流量的均匀性。
- 细化不同部件工艺规格、质检标准，附以首尾相接的首件控制来确保部件之间的吻合性。
- 质量与工程部门要发挥全产线统筹作用，减少不同工序之间的不良博弈，确保跨工序的工艺规则、质量标准的一致性，并降低不必要的重复冗余环节设置。
- 建立针对个别质量问题的回溯程序，避免不同工序之间的“全检”操作。
- 提高生产线作业流程的信息化，包括把二维码或条形码引入生产线作业管理。
六、制造与研发的协同
制造与研发的协同说简单也简单，说复杂也复杂。说简单指协同的目标是让制造按照研发设计生产产品而已，说复杂指二者的协同流程跨度长、涉及层面多、返工多。 数字化转型网（www.szhzxw.cn）
凡是上下游之间强化协同、强化集成，一定是以下游部门要前插到流程上游参与前期活动为主，以流程下游修补问题为辅。原因无它，正本才能清源、拨乱才能反正，前期准备妥，后期才能顺。制造与研发之协同同样始于制造部门参与产品开发过程，伴随研发流程的产品策划、计划、设计、验证、量产环节之推进，制造部门要相应做出制定制造策略、优化制造项目计划、监控开发进度、评估制造准备、评估制造成本等系列活动。每个活动的细节要在产品开发流程中体现，这里就不详细展开了。
新产品试制环节是制造与研发协同的关键阶段，这个阶段研发、工程、制造、采购、质量、计划等各部门比较集中地密集参与，目标就是找出问题和潜在问题，然后根本性解决。这个阶段常见的问题有设计问题、供应商问题、可靠性问题、符合性问题、工程测试问题、生产问题，不同问题对应的主要责任部门是不同的，但笔者认为制造部门与工程部门应以第一责任主体的自我定位积极参与、干预。转产相关的每件事妥或不妥，除了各对口专业部门的意见，制造与工程部门都应该力争以接受者角色形成自身的、全盘性的把握感与驾驭感。 数字化转型网（www.szhzxw.cn）
翻译：
Organizational change for digital Transformation: Manufacturing Operations – Collaboration is the primary productivity
Digital transformation has gradually become the consensus of enterprises and is a necessary topic in enterprise operation management. However, we must also see that digital transformation is a more complex proposition, involving the transformation of all aspects of the enterprise, in addition to completing the digitization of business objects, business processes, business rules, more importantly, organizational change and transformation, and the best practice management ideas are fixed into the digital platform. 数字化转型网（www.szhzxw.cn）
In manufacturing enterprises, the change process of the development of production organization is a continuous fission process guided by increasing specialization, and the quality department, engineering department, planning department, storage department, and equipment department are gradually independent from the original comprehensive production department. Positive utility and negative utility always appear at the same time as twin sisters, each professional and organizational separation, while improving the level of specialization, but also inevitably bring adverse synergistic side utility, and with the production business more and more complex, more and more diverse, more and more fast-paced (that is, from the slow rhythm era to the fast rhythm era evolution). Relative to the continuous improvement of the professional level of each department, how to separate the different professions and departments to work together, in fact, has become more and more core tasks of production management.
The core content of digital transformation is to emphasize end-to-end connection and opening up, achieve end-to-end collaboration, and consolidate the idea of effective collaboration into the digital platform, so to smoothly promote the position and effectiveness of digital transformation, organizational transformation to achieve effective collaboration between organizations has become the core content of transformation. 数字化转型网（www.szhzxw.cn）
The following author will talk with you about the collaboration barriers and improvement ideas between the main departments in several production areas of manufacturing enterprises, and provide ideas for the focus positioning and effective implementation of digital transformation.
1. Collaboration between Manufacturing Department and Engineering Department
If the function of the engineering department is not independent and belongs to the manufacturing, over a long period of time, the independence of the engineering process work will gradually lose and become a vassal of the manufacturing department. At the same time, professional skills will gradually deteriorate. In addition, the process connection and collaboration consistency between different workshops and processes will also decline. Therefore, most companies will adopt the practice of separating the engineering department. 数字化转型网（www.szhzxw.cn）
The engineering department is independent from the manufacturing department, which is conducive to the manufacturing department to focus on the development of engineering process technology capabilities, improve the engineering process level, but also conducive to the formation of cross-process, cross-workshop, cross-factory engineering process standardization, and achieve the scale effect of engineering work. However, after the engineering department is independent from the manufacturing department, the support for the front line is easy to appear in place and not timely; Some of the work of the engineering department is also easy to be regarded as irrelevant by the manufacturing department; The manufacturing department is also easy to not strictly comply with the process requirements of the engineering department, unauthorized changes, etc.
【 Solution 】
First of all, it is necessary to clarify the positioning of the engineering department. Generally speaking, the first position of the engineering department is the connector from research and development to manufacturing, which represents manufacturing in the face of research and development, and represents research and development in the face of manufacturing. The process in the engineering is the bridge connecting research and development and manufacturing, and the process determines the method, production control and quality supervision. The second position is the technical support department of production and the operation standard formulation department. Clear positioning, in order to grasp the specific work of the engineering department when the responsibility boundary.
Secondly, measures should be taken to strengthen the synergy between engineering and manufacturing.
The main routine work of the engineering department should be routine and process. What output should be provided for manufacturing at which nodes should be routine, so that the workshop is not tracked backwards (for example, the provision of various Sops and clamps should be coordinated according to the main line process and be in place before the start of work); Routine inspection should have a clear cycle; The online response to production line problems should be clear about personnel responsibilities and clear response processes. 数字化转型网（www.szhzxw.cn）
The engineering personnel on the production line are managed by the engineering department and the manufacturing department in matrix mode, and each workshop supervisor should have certain management authority for the engineering personnel serving the workshop.
The assessment should be bundled, and the consideration of the engineering personnel serving a workshop or a certain process should be connected with the output and yield of the vehicle or process.
Individual important products or special products can use a special project management mode, through the project team way to coordinate the production line of the relevant departments to support in place.
2. Collaboration between Manufacturing Department and Planning Department
When the enterprise does not have an independent planning department, the production planning arrangement will be in the hands of the workshop director, factory director and other production managers by default. At this time, the plan is more like an administrative order, the professionalism of the plan is not guaranteed, and the overall plan cannot be taken into account.
When the planning department is independent from the manufacturing department, the first thing is to ensure the overall perspective of the planning, from the perspective of the overall supply matching. Secondly, it is conducive to improving the professionalism of the planning work. The existence of planning department makes the inventory performance have a better responsible body. At the same time, the planning department naturally becomes the “switch” of the entire supply chain, coordinating the supply and demand matching of the overall supply chain. However, because of the separation of the planning and manufacturing departments, some synergy barriers have also emerged.
First, the planning department’s grasp of the production line has weakened, and the dynamic production capacity of each workshop, the completion of production conditions, and various temporary abnormal situations are easy to be grasped by the plan in time, and then the planning department is easy to develop plans that do not meet the actual situation. 数字化转型网（www.szhzxw.cn）
Second, in the maintenance of uniform production, the two are also easy to form differences, manufacturers do not want to let production resources idle, want to continue to maintain production, and planning is more concerned about the risk of redundant inventory.
Third, it is very easy to form multiple management among the main planner, production planner, workshop scheduling, factory director, workshop director, and process supervisor in terms of production scheduling.
【 Solution 】
First of all, positioning should be clarified, that is, planning and manufacturing should be separated, which is based on the basic management idea of separation of planning and execution. Second, the planning department is responsible for the rationality of the plan (of course, the plan needs timely information feedback from the manufacturing), and the manufacturing is responsible for the execution of the production. 数字化转型网（www.szhzxw.cn）
Improvement ideas in strengthening collaboration:
The information feedback of manufacturing to the plan is regulated (in general, it is in a state of spontaneous interaction).
Reserve the audit time after the manufacturing receives the plan, and timely feedback for adjustment if there is any problem. 数字化转型网（www.szhzxw.cn）
It is emphasized that the manufacturing can not be “independent” to arrange the production plan, and the instruction path should be clear.
Set up a workshop scheduling role under the planning department and resident in the workshop.
The assessment of the two should be bound to a certain extent (both to take into account the rationality of the plan itself, but also to part-time plan implementation).
3. Collaboration between Manufacturing Department and Quality Department
The quality department is a special department, equivalent to the role of “imperial history”, the necessity of its independence does not need to be repeated.
Although in a certain sense, the quality department is to “find trouble” for the manufacturing department, but this is from the perspective of ensuring quality. If we expand the perspective of the best interests of the enterprise, which is the best combination of quality, cost and efficiency, the coordination between the quality department and manufacturing and other departments is very important. The synergy gap between the quality department and the production department is reflected in several aspects:
The first aspect is the difference of views on quality inspection standards and sampling methods. The quality inspection standards of the quality department are often considered to be not detailed enough, not quantitative enough, not uniform. For example, the manufacturing department thinks that the same semi-finished product, which is qualified in this workshop, is not qualified in another workshop. The sampling method is also often ridiculed, for example, other departments will think that sometimes the unqualified rate of 20% May not be as good as the unqualified rate of 30%, because of the sampling method. In addition, quality is often considered to be in line with the vague principle of “would rather kill three thousand, not let go of one”, regardless of the company’s losses, too departmentalism, such as the frequent issue of stop line instructions. 数字化转型网（www.szhzxw.cn）
The second area of disagreement arises in the efficiency and manner in which the exception is handled. When the exception is complex, the quality department is often perceived as unprofessional and uncommitted, either rushing to a conclusion or putting the difficult issue on hold.
【 Solution 】
The traditional positioning of the quality department has room for discussion, in the fast rhythm era, the “imperial history” positioning that is only responsible for finding problems is not suitable for the reality of most enterprises, and it should be changed to the “value-added” positioning that helps the business improve. For example, strengthen the quality early warning work, promote the treatment of quality anomalies and closed-loop management, and improve the secondary root causes of quality problems together with manufacturing, engineering, equipment and other departments.
Improvement ideas in strengthening collaboration:
Quality inspection standards are the “interface” of the coordination between quality and manufacturing, procurement and other departments, and should not be completely regarded as the “private land” of the quality department, the setting of standards should have prior interaction with manufacturing, procurement and other departments, and resolve possible serious differences in advance.
If possible, the responsibilities of quality inspection standards and quality inspection execution can be separated. 数字化转型网（www.szhzxw.cn）
All kinds of quality exception handling should have a clear branching process and standards.
Quality control layout design should be the overall planning of the production line, and reached an agreement with the relevant departments.
4. Collaboration between manufacturing department and warehouse [Collaboration barrier]
If the warehouse is not separated from the manufacturing department, it may be conducive to the efficiency of business activities such as batching and returning materials, but inventory management must be chaotic. Therefore, the independence of the warehouse from the manufacturing department should be a basic principle of organizational design. 数字化转型网（www.szhzxw.cn）
The warehouse is independent of the manufacturing department, which is conducive to the clear management of material inventory accounts, conducive to the monitoring and management of inventory levels, and can also play a role in supervision and checks and balances of manufacturing materials. However, there will also be coordination barriers between the two departments, mainly reflected in the efficiency and rhythm of the work of receiving materials, returning materials, refueling, etc. Receiving materials, returning materials, refueling, etc., are equivalent to a transaction, generally the two sides need to be delivered on site clearly, which is some time consuming, and the material needs of the workshop are often urgent, so it is easy to conflict. In addition, I have seen a small raw material warehouse in the manufacturing department of an enterprise, because the warehouse does not work night shift during the day, so it is necessary to add some redundant materials at night during the day and put them in the manufacturing of their own small warehouse for backup.
【 Solution 】
As far as possible, the serial form of material requisition system driven by the workshop is changed to the parallel form of batching or matching material requisition system. The traditional material requisition system is that the workshop takes the material requisition to the warehouse, the warehouse picks the material according to the material requisition, and then hands it over to the workshop material requisition personnel. In the parallel form of batching system, the warehouse gets the work order material list from the planner (this action is parallel to the workshop gets the production schedule from the planner), and then actively picks up the material and then distributes it to the workshop. The material allocation system is to get the work order material list from the planner in the warehouse, and then pick the material in advance, and then wait for the workshop to get the material. The idea of this improvement is to obtain higher material requisition/batching efficiency by changing serial work to parallel work.
For the reverse operation such as material return and refuelling, it is necessary to hand over the account clearly, and to do some asynchronous operation in the design of the operation program, in order to uninterrupted and do not affect the normal affairs of the workshop.
Information can greatly improve the efficiency of manufacturing and workshop collaboration, and should pay attention to covering various transaction operations between workshop and warehouse through information systems such as ERP or MES. 数字化转型网（www.szhzxw.cn）
5. Collaboration between different processes in the manufacturing department [Collaboration barriers]
The synergy barriers between different processes (or workshops) exist in two scenarios: one is the collaboration between parallel processes; The second is the collaboration between serial processes. The coordination obstacles between parallel processes are mainly reflected in the compatibility of components and the matching of output flow rate. For example, when the plug-in produced by workshop A cannot be inserted into the master plate of Workshop B according to the compatibility of the design drawing, there is a problem with the compatibility of the parts. For example, when the output of the negative plate produced by the A process is greater than the output of the positive plate produced by the B process, there is a problem with the matching of the output flow rate. The obstacles of collaboration between serial processes are mainly reflected in the upstream output parts do not meet the downstream input standards, the upstream and downstream output flow rates do not match, and the upstream and downstream delivery costs are too high. The first two problems are similar to the problems faced by parallel processes. The problem of high delivery cost is a unique coordination problem between serial processes. For example, because of mutual distrust, the upstream workshop will set up an exit check point at the end, and the downstream workshop will set up an entry check point at the end, and from the overall production line, the two links of exit check and entry check are repetitive waste.
【 Solution 】
The discharge property should be firmly held in the hands of the planning rather than the manufacturing, and the uniformity of the flow of each process should be coordinated through the planning.
The process specifications and quality inspection standards of different parts are refined, and the first part control is attached to end to end to ensure the compatibility between parts.
The quality and engineering department should play the overall role of the whole production line, reduce the bad game between different processes, ensure the consistency of process rules and quality standards across processes, and reduce unnecessary duplication and redundancy.
Establish backtracking procedures for individual quality issues to avoid “full inspection” operations between different processes. 数字化转型网（www.szhzxw.cn）
Improve the informationization of the production line operation process, including the introduction of two-dimensional code or barcode into the production line operation management.
6. Collaboration between manufacturing and R&D
The collaboration between manufacturing and research and development is simple and complex. Simple means that the goal of collaboration is to make the manufacturing produce products according to the research and development design, and complex means that the collaborative process of the two is long, involving many levels and rework. 数字化转型网（www.szhzxw.cn）
Any strengthening of collaboration and integration between the upstream and downstream must be based on the downstream department to plug into the upstream of the process to participate in the preliminary activities, supplemented by the downstream of the process to repair problems. The reason is not it, the original can clear the source, dial disorder can anyway, the early preparation is ready, the later can be smooth. The collaboration between manufacturing and R & D also begins with the manufacturing department participating in the product development process. With the product planning, planning, design, verification and mass production of the R & D process, the manufacturing department should make corresponding manufacturing strategy, optimize the manufacturing project plan, monitor the development progress, evaluate the manufacturing preparation, evaluate the manufacturing cost and other activities. The details of each activity should be reflected in the product development process, which will not be detailed here. 数字化转型网（www.szhzxw.cn）
The trial production of new products is a key stage of collaboration between manufacturing and research and development. At this stage, various departments such as research and development, engineering, manufacturing, procurement, quality and planning participate intensively and intensively. The goal is to identify problems and potential problems and then fundamentally solve them. The common problems at this stage include design problems, supplier problems, reliability problems, compliance problems, engineering testing problems, production problems, and the main responsible departments corresponding to different problems are different, but the author believes that the manufacturing department and the engineering department should actively participate in and intervene in the self-positioning of the first responsible body. In addition to the opinions of the respective professional departments, the manufacturing and engineering departments should strive to form their own, comprehensive sense of control and control in the role of recipients.
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