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The trend of globalization and the advancement in knowledge economy has urged the market to face rapid changes and fierce competitions. In pursuit of sustainable operation, enterprises have to constantly boost growth within its organization and improve the quality of products in order to increase their competitiveness in the market. In the operation mode of enterprises nowadays which particularly focuses on the overall teamwork efficiency, managers have to assess appropriately every stage of a project as well as reviewing whether the strategic goals, values and beliefs of the enterprise are properly conveyed to the team. Such assessment and review are beneficial to sending feedbacks to the team members and boosting positive growth on the production. Therefore, to realize good product R&D quality in each of the project stages and the entire process to achieve the strategic goals of the enterprise, departments in an enterprise may try to review whether its performance indicator on employees is still referable, allowing the design quality and workflow of the team progress smoothly in accordance with the market demand and project timetable, effectively managing the project and finally producing the product within valuable life cycle.
In view of the background illustrated above, this case discusses and provides strategically referable improvement framework for the performance indicator of a R&D department by literature reviews and from the practical perspective, in order to reinforce the operational procedure of its organization. By Analytic Hierarchical Process (AHP), the research integrates the R&D department’s strategic goals and staged missions and assists establish a “Key Performance Indicator” model for it to review each of the DQA (Design Quality Assurance) stages as well as achieving its operational visions set. From analyzing relevant research data, the study found out significant hidden information, that is, there still exists a certain level of conflicts in the recognition and behavior between the formulation and implementation of company policies. Team members shall clearly acknowledge the definition of the strategic goals of the team through more active communications; hence the continuous enhancement in the value chain of their research and design.
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