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蘋果公司如何開發新產品? 產品開發流程揭秘!

CharlesZuo 發表于 2012.2.6| 點擊數22016

新聞標簽: 蘋果 流程 產品

    新書《蘋果內幕》已經出版,對蘋果公司的產品開發流程做了較詳細的描述,從不同的視角解讀蘋果公司,還有蘋果公司的招聘流程以及更多的內部機密,如下是概括出來的蘋果公司新產品開發流程,涉及到很多細節。尤其是蘋果的生產過程中的多次迭代,雖然增加成本但是會讓產品接近完美。

絕密:蘋果公司如何開發新產品? [今日英文]產品開發流程揭秘!

下面是,書籍 Inside Apple: How America’s Most Admired–and Secretive–Company Really Works,via,作者Adam Lashinsky,從中概括出來的內容:

每一個新產品都從設計開始.

Designers are treated like royalty at Apple, where the entire product conforms to their vision. This the polar opposite of the way it works at other companies. Instead of the design being beholden to the manufacturing, finance or manufacturing departments, these all conform to the will of the design department headed by Jony Ive.(設計師擁有至高無上的權利,是蘋果公司跟其他公司的顯著不同之處之一,統一歸Jony Ive 負責 )

Designers at Apple have literally no contact with the finance departments at all and are considered to be unlimited in terms of the costs or manufacturing practicality of the materials used. The Industrial Design studio is the womb of all Apple products. It is where they are first generated and it is only accessible to a small number of Apple employees including Jonathan Ive.(蘋果公司的設計師跟財務金融類部門沒有任何瓜葛和聯系,不用考慮任何成本或者制造材料,Industrial Design studio 是蘋果公司所有的產品設計方或者部門,僅面向蘋果公司的少數員工)

絕密:蘋果公司如何開發新產品? [今日英文]產品開發流程揭秘!

新產品開始啟動

Once a new product has been decided on, a team is organized and segregated from the rest of the company by secrecy agreements and sometimes physical barriers. Sections of the building may be locked or cordoned off to make room for the teams working on a sensitive new project. This effectively creates a ‘start-up’ inside the company that is only responsible to the executive team, freeing them from the reporting structure of a big company.(新產品開始之后,成立一個直接向高層回報的產品團隊,日常工作不需要走公司的條條框框流程,避免大公司的眾多規矩麻煩)

蘋果新產品開發流程 (Apple New Product Process  簡稱ANPP )

Once the design of the product has begun, the ANPP is put into action. This is a document that sets out every step in the development process of a product in detail. It’s not an original Apple concept but was first applied at the company during the development of the Macintosh. It maps out the stages of the creation, who is responsible for completion, who will work on each stage and when they will be completed.(一旦開始新產品,每一步都有詳細的文檔記錄,誰負責那部分誰最終負責,以及誰負責工序中的哪一個環節,還有什么時候完成等等)

每周一進行產品評測

The ET (Executive Team) meets every Monday to go over every product that the company has in process. It is able to accomplish this because Apple has so few products in production at any given time. Any that do not get a review are rolled over to the next review Monday. This means that no product is ever more than two-weeks away from a key decision being made.(執行團隊每周一碰頭)

絕密:蘋果公司如何開發新產品? [今日英文]產品開發流程揭秘!

EPM黑手黨(EPM 是指engineering program manager )

Once a product begins production, two responsible people are enlisted to bring it to fruition. The engineering program manager (EPM) and the global supply manager (GSM). The former has absolute control of the product process and is so powerful that it is referred to as the ”EPM mafia”. Both of these positions are held by executives that spend most of their time in China overseeing the production process. The supply manager and program manager collaborate, but not without tension, always making decisions based on ‘what is best for the product’.(EPM 擁有絕對的控制權,被稱為黑手黨。還有 全球供應管理經理GSM 等都在全球巡邏查看生產流程,二者相互協作,隨時對產品改進做最快速的調整 )

一旦產品完工,還要重新設計,生產,再測試!

At times there are leaks that display versions of a product like the iPhone that we never see released. Many times these leaks come from China, where a factory worker has been paid to hand off a prototype to a blogger or journalist. It turns out that once Apple is done building a product, it redesigns the product and sends it through the manufacturing process again, explaining the various versions we may see leaked. This is a 4-6 week process that ends with a gathering of responsible Apple employees at the factory.(通常我們看到的所謂的泄露原型機,一般都是測試版本的產品,還有進行重新設計和再測試,比如從中國工廠被泄露出來的原型機等)

The EPM then takes the beta device back to Cupertino for examination and comments, hopping right back on a plane to China to oversee the next iteration of the product. This means that many versions of any given device have been completed, not just partially prototyped. This is an insanely expensive way of building a new product, but it is the standard at Apple.(EPM 拿到測試機,進行評價和評測,然后再拿回生產方中國工廠進行新一輪的產品迭代。。。這種生產產品的方式非常消耗和昂貴,但是這是蘋果公司的標準流程)

打包和包裝室

A room in the Marketing building is completely dedicated to device packaging. The security here is matched only by the sections of the building dedicated to new products and to design. At one point before a new iPod was launched there was an employee who spent hours every day for months simply opening the hundreds of box prototypes within in order to experience and refine the unboxing process.(在市場構建Marketing building房間里,完成產品的包裝。。。這里有一個員工要工作好幾個月,做的工作緊緊是開箱體驗,還有重新定義開箱流程)

絕密:蘋果公司如何開發新產品? [今日英文]產品開發流程揭秘!

產品發布(Rules of the Road)路線

An action plan for the product launch is generated, called the Rules of the Road. It’s a top secret document that lists every significant milestone of a product’s development up until launch. Each milestone is annotated with a DRI (directly responsible individual) that is in charge of making that item happen. Losing or revealing this document to the wrong people results in an immediate firing, as noted in the document itself.(有一個秘密文件,包涵了產品開發過程的重要里程碑,直到最后發布。)

更多的說明如下:

As you can see from the breakdown, Apple often makes decisions that make the process more expensive and less efficient in order to produce a seriously better product. These are things that shouldn’t pay nearly the dividends they do, but consistently fail to disappoint. Many companies are too complex, or too hidebound in the traditional way of doing things, to take on many, if any, aspects of Apple’s process. Still, there is an alluring simplicity to Apple’s accountability schemes and its devotion to ‘good products first’. And there is, of course, the massive financial success of the company over the past 10 years.

最后,

產品開發流程僅僅是 Adam Lashinsky 的書籍中的一部分內容,如果你對蘋果公司感興趣或者是電子消費品制造商,你應該去閱讀該書。

 

轉自:http://www.techfrom.com/22924.html


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