The Formation & Management Of Project Team Of Irregular Product Development At BJMEW

The continuously upgrading of products to meet personalized requirements of customers is the key issue facing each of manufacturing companies in the marketplace to maintain competitiveness and achieve sustainable development. In recent years, with the increasing demand on customized lighting equipment, for manufacturers of light devices, it is necessary to deal with the issue of how to deepen R&D and design activities to launch irregular products.There are few studies on the management techniques and processes of irregular product design and development. This paper addresses on the issue of which organizational forms and process management techniques should be taken by companies to develop the irregular products, through examining the case of BJMEW. Also, based practical experience, this paper designs a set of organizational forms and R&D processes for developing irregular products, with practical value.This paper is in two parts. The first part, based on the analysis of market facing BJMEW and its associated weaknesses and strengths, discusses the disadvantages relating to the present R&D and design processes, proposes the necessity of establishing project team for the irregular product R&D and design.This paper has following conclusions:(1) the project team structure should be taken for developing the irregular products; (2) given the accurately designed processes and personal assignments, clearly defined work processes and benchmarks should be in place to reduce the impact of unexpected factors on overall work schedule, including personal transfer or uncontrolled factors; (3) collecting, assimilating and sharing of information, knowledge and experience, are importance factors to integrate and improve capabilities of R&D and design for the irregular products; (4)the qualities of the irregular products are ensured by many stages such as design and manufacturing. Among them, key control points are mainly from the quality changes arising from 4M changes and the quality up and down deriving from outsourcers; (5) measures such as position stipend, collective award are effective to stimulate members of project teams.