초록 열기/닫기 버튼
본 논문은 제품개발기간 동안 고려해야 할 위험요소들에 대하여 어떻게 관리해야 하는지를 논하였다. 위험요소를 관리하기 위해 네 단계를 제안하였다. 본 연구에서 제시한 방법론은 기존의 방법에 비하여 체계화되고 개선된 방법론이라고 사료된다. 기업은 직면할 수 있는 위험요소들이 무엇인가를 조기에 식별하고, 이들을 어떻게 합리적이고 효율적으로 대처해야 위험성을 줄일 수 있는가를 판단하는 것이 제품개발 성공 가능성을 높일 수 있다. 본 연구에서는 기업이 제품을 개발하는 기간 동안 발생 가능한 위험요소들이 어떤 것들이 있고, 이를 어떻게 정량적이고 체계적으로 관리하는 것이 바림직한가를 논하였다. 이에 논문에서는 신제품을 개발하는 기간 동안 발생 가능한 위험요소들은 무엇이고, 위험요소들을 체계적으로 관리할 것인가를 네 단계로 구분하였다. 첫 번째 단계에서는 위험요소를 체크리스트 형식으로 정의하도록 하였다. 두 번째 단계에서는 정의 된 위험요소들을 정량적으로 평가하도록 하였다. 위험의 발생도, 기업에 미치는 부정도, 다른 위험요소들과 복잡성 나타내는 연계도, 그리고 난이도로 구분하여 평가하도록 하였다. 이를 근거로 종합적인 위험정도를 나타내는 위험률을 산출한다. 산출된 위험률의 정도에 따라 몇 개의 그룹으로 분류하도록 하였다. 세 번째 단계에서는 성공가능성의 정도를 정량적으로 평가하도록 하였다. 네 번째 단계에서는 발생도, 부정도, 연계도 및 난이도에 대하여 각각 재평가하고 다시 종합적으로 위험률을 산출하여 위험관리 전과 위험관리 후가 어느 정도 차이가 나는지를 비교하도록 하였다. 본 논문은 제품개발기간 동안 고려해야 할 위험요소들은 무엇인지, 그리고 어떻게 체계적으로 그 위험요소를 평가하고 관리해야 하는지를 논하였다. 기존의 문헌에 조사된 위험요소들을 구체화하였으며, 위험요소를 정량적이고 체계적으로 관리하기 위한 방법을 제안하였다. 본 연구에서 제시한 방법론은 기존의 방법에 비하여 체계화되고 개선된 방법론이라고 사료된다. 그러나 체크리스트 형식으로 제안 된 위험요소들은 기업의 특성과 제품에 따라 다를 수 있다고 고려되므로 실제 적용 시에는 이에 대한 적절한 보완이 필요하다.
In recent years, the rate of technology change in industry has been extremely fast. Competition in performance, design, cost and quality of new products has increased with new competitors with changes in competitive weapons. The need for effectively managing new product development becomes ever more urgent in this business climate. The purpose of this paper is to study the management of product development while considering expected risk factors and uncertainties during the product development period. This study presents a systematic and quantitative approach for managing risk factors and uncertainties during product development period. Risk management is not a one-time task during the product development period. Teams or members of R&D office should evaluate the risk plan from time to time throughout the product development period. Four major steps for managing risk factors during product development period are proposed in this paper. Based on the Failure Mode and Effects Criticality Analysis (FMECA) methodology using in reliability analysis, this study redeveloped a Risk Mode and Action Plan (RMAP) for managing risk factors in a systematic way. The first step is to divide risk factors into organizational risk factors, operational risk factors, and technical fisk factors, and then define risk factors as a check list based on their own business environment and R&D capacity. And then it is important to quantify how damaging each risk factor, how much damage it can cause, and also quantify how tightly coupled it is with other tasks and determine how to mitigate the risk factor. To do this, for the second step the following needs to be measured: (1) occurrence (O), the frequency in which the risk can occur, negativity (N), the impact to the organization when it does occur, connection (C), how interconnected it is with other risk factors, other division, or other development project as examples, and difficulty (D), how complicated it is to resolve the risk factor. Using these measurements, the rate of risk (ROR), which quantifies the overall amount of risk there is, is computed. The score would be between 1 and 625. The higher score would be more risky for the project, and thus needs to be more attention from the team. Based on the rate of risk, a class of risk (COR), A class, B class, C, D, or E class, assigned accordingly. The third step is to establish a action plan for the risk factor. Planning characteristics (strategic planning, tactical planning, or operative planning) and item characteristics (quality related item, cost related item, time related item, or human related item) need to be considered when setting up a technical approach plan. The proposed technical approaches as example are R&D mitigation approach, R&D conquest approach, R&D technical transference approach, R&D avoid approach, or R&D collaboration approach. Next, proposed detail action plan is proposed for each risk factor and the probability of success is estimated. If the probability of success of action plan is low, L (low) is marked, and, in case of middle, M (middle) is marked. The last step is to identify what happened to each risk factor after action. Reevaluation is done by team members to see how much each risk factor had been mitigated. To do this, the following needs to be remeasured: occurrence (O’), negativity (N’), connection (C’), and difficulty (D’). Using these measurements, the rate of risk (ROR’), which quantifies the overall amount of risk there is, is recomputed. The recomputed rate of risk is compared with the original rate of risk. Based on the recalculated rate of risk (ROR’), class of risk (COR’) will be updated accordingly. This paper discusses what risk factors be considered during new product development, and how to evaluate and manage each risk factor. The risk factors are divided into more fine-grained categories than previous work and described in more detail. A four step process is also proposed to systematically manage each risk factor. The proposed methodology should be more systematic and improved upon than prior work. However, the check lists that describe risk factors can differ depending on each organization and product, and need adaptation when used in practice.
키워드열기/닫기 버튼
Failure Mode and Effect Criticality Analysis, Risk Factor, Product Development, Risk Mode and Action Plan, Systematic Approach
