1. 研发管理不同于生产管理

1）生产是确定性活动，生产管理强调的是执行，要求每个动作准确，所以措施是要将工艺流程标准化，并要求员工严格执行。

2）研发管理是创造性的活动，过程中自然有大量不确定因素，因而研发流程应该以框架性、指导性为主，并不是越做越细，应避免过多过细的流程建设成为研发的障碍。

2. 研发管理需要形神兼备

1）研发如果没有能力的支撑，一切流程、制度、文件将成为“花瓶”，推行的工作也就成了花拳绣腿。

2）研发管理变革以管理体系方法（流程/制度/表单记录）及工具、组织建设为主，以固其“形”，其作用是组织、指导、约束、激励研发活动。

3）目前大量企业面临的问题都是研发团队个人能力素质难以支撑研发各阶段工作，在初期，都是需要以个人及团队能力建设为主要任务，结合业务的短期痛点，同步去建设与之相适应的流程制度，做到“形神”兼备，协同提升。

翻译：

What is the difference between R&D management and production management? What does R&D management need?

1. R&d management is different from production management

1) Production is a deterministic activity, and production management emphasizes execution and requires each action to be accurate, so the measure is to standardize the process and require employees to strictly implement it.

2) R&D management is a creative activity, and there are naturally a lot of uncertain factors in the process, so the R&D process should be framed and guided, rather than becoming more and more detailed, and too much and too detailed process construction should be avoided as an obstacle to R&D.

2. R&d management needs to be both physical and mental

1) If R & D does not have the support of ability, all processes, systems, and documents will become “vases”, and the implementation work will become flashy.

2) R&D management reform focuses on management system methods (process/system/form records), tools and organizational construction to consolidate its “shape”, and its role is to organize, guide, restrict and encourage R&D activities.

3) At present, a large number of enterprises are facing the problem that the personal ability and quality of the R&D team cannot support the work at all stages of R&D. In the initial stage, the main task is to build individual and team capacity building, combine the short-term pain points of the business, and simultaneously build a process system suitable for it, so as to achieve both physical and mental performance and collaborative improvement.