目前大多數企業的研發單位皆擁有屬於自有產業新產品研發流程，然其研究效能與預期結果須待新產品上市後，方可知曉，往往無法在研發初期即可防微杜撰，以避免事後產生嚴重的損失與傷害。本研究係提供一個參考模式可讓研發單位重新設計其新產品研發流程，在不影響組織研發特性情況下，進行流程重新設計工程，讓所設計的產品在所設定的期限與預算內勉力符合原始需求。

本模式係以DCOR(Design Chain Operations Reference-model)為設計參考基礎，初始利用語意和原研發流程(As-Is)作一比對，並為求得更精確的數據，將模糊理論的模糊集合(Fuzzy Sets)表達方式納入方法內，並研究一套合理的公式運算兩者語意比對的結果，透過Design Structure Matrix(DSM)之特性將研發流程做順序、平行與相容之排列處理，進而產生所建議的研發流程(To-Be)，再透過實際的研發UAV(Unmanned Aerial Vehicle)的案例，針對原研發流程(As-Is)與所建議的研發流程(To-Be)作一比較。

最後，本研究利用紮根理論(Grounded Theory)之資料收集及分析的方法，以驗證本研究的相關結果，確實可提供未來研發過程之標竿學習的參考模式。
 

This research proposes a benchmarking-based process redesign approach for a new product design chain. The proposed method compares the semantic similarities of the design activities in the As-Is process with the activities in the Design Chain Operations Reference-model (DCOR).

Fuzzy set theory is implemented in comparing semantic similarities to avoid subjective views. Then a Design Structure Matrix (DSM) is employed to streamline the redesign process and form a To-Be process.

Finally, Grounded Theory (GT) is used to evaluate the To-Be process according to five Key Performance Indicators (KPI) and to identify the pros and cons of the practice. The proposed approach has been implemented in the re-engineering of an Unmanned Aerial Vehicle (UAV) design process. The results show that the To-Be process is more effective than the As-Is process.

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