台灣曾利用相對低廉的工資，締造出舉世聞名的經濟奇蹟，但後來由於台灣的廠商開始遷移至成本相對低廉的地方以提高競爭力，生產的型態也因此從過去偏重生產管理轉移至產品開發，在這個轉換的過程之中，差異最明顯的改變是在於公司的商業模式中需要新增產品設計與開發的概念與流程。台灣的廠商因為在這方面的經驗較為欠缺，常導致企業喪失產品搶先推出獨占市場的機會，或是延誤合作品牌廠商的產品上市時程，降低再次合作意願。
產品開發所需時間已成為企業是否能永續經營的指標之一，因此許多公司為了維持競爭力，不斷透過各種手法與工具，希望能建構一個創新的新產品開發流程，以縮短整個產品開發的時程。台灣廠商為了能繼續生存下去，無不絞盡腦汁提升產品開發的效率與效能，讓產品開發的專案能獲得改善並且更有效地執行。
本研究嘗試運用客觀的流程改善法，取代過去總是依賴諮詢顧問或專家的意見。首先利用流程模式化語言以及現況圖，快速地瞭解企業現行（As-Is）流程以及現況。接著搭配系統化創新方法P-TRIZ，分析並獲得多項建議流程，再請個案公司之專家填寫問卷，評選出改善後的建議（To-Be）流程。最後向個案公司提出「為物料清單表增設一道檢查機制」以及「提早製程工程師介入之時間點」，並預期所提出之流程，可達到縮短產品開發之時程以及有效減少非必要的工程變更等改善。

In the past, economic miracle known worldwide was created in application of relatively low salary in Taiwan. Type of production shifted from production management to product development due to enterprises transferred to lower salary areas to raise their competitiveness, and the most obvious difference is the necessity of adding the concept and process of product design and development in business model. Due to lack of experience in this aspect, Taiwanese enterprises usually lose the opportunity to monopolize the market or postpone the launch time of product into market in cooperation with other branded enterprises, and lose the chance of next cooperation.
Time expense of product development has become one of indexes measuring if an enterprise is everlasting or not. To stay competitive, many enterprises are continuously trying to construct a creative product development process to reduce time expense of product development. Taiwanese enterprises are also trying very hard to increase the efficiency and utility of product development, hoping to make the implementation of project more effective and improve the process.
Instead of depending on master’s or counselor’s , this study aims at objective process improvement. At first, we understand As-Is process fast by using process modeling language and evaporating cloud. And then, we use P-TRIZ systematic innovation to analyze and get more suggested processes. Third, we ask the masters of the company to answer questionaires and select the improved To-Be Process. Finally, suggest the company setting up a check point for Bill of Masterial, asking Process Engineers to deal with problems earlier, and expecting the whole process to decrease the time of product development and engineering change.

中文摘要.............................................. i
英文摘要.............................................. ii
誌謝.................................................. iii
目錄.................................................. iv
表目錄................................................ vi
圖目錄................................................ vii
第一章 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 論文架構與研究流程.............................. 4
第二章 文獻探討....................................... 6
2.1 產品開發程序.................................... 6
2.2 限制理論........................................ 9
2.3 TRIZ及其基本原理................................ 10
2.3.1 技術衝突............................ ....... 11
2.3.2 技術衝突矩陣與發明原理...................... 11
2.3.3 物理衝突.................................... 12
2.3.4 物質-場理論................................. 12
2.3.5 76個標準解.................................. 13
2.3.6 SUH方法..................................... 13
2.3.7 TRIZ的相關應用.............................. 14
2.4 流程管理........................................ 15
第三章 研究方法....................................... 17
3.1 研究步驟........................................ 17
3.2 流程模式化...................................... 18
3.2.1 流程模式化的定義............................ 18
3.2.2 流程模式化的工具............................ 19
3.2.3 UML......................................... 19
3.2.4 活動圖簡介.................................. 22
3.3 思維程序之工具.................................. 24
3.3.1 現況圖...................................... 26
3.3.2 衝突圖...................................... 26
3.4 創新流程改善.................................... 27
3.4.1 P-TRIZ簡介.................................. 27
3.4.2 P-TRIZ之基本格式............................ 28
第四章 個案範例....................................... 33
4.1 個案公司簡介.................................... 33
4.1.1 A公司之現況描述（As-Is）.................... 33
4.1.2 簡述現行專案開發流程........................ 40
4.2 進行個案開發流程改善.......................... 46
4.3 改善後的建議流程（To-Be）..................... 63
第五章 結論........................................... 67
5.1 研究結論與建議.................................. 67
5.2 後續研究方向.................................... 68
參考文獻.............................................. 69
附錄A................................................. 73
作者簡介.............................................. 75

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