Program Management For Rear Brake Prototype Development

Since 2002, the competition in China Automotive industry has enhanced extremely, which overwhelmingly pressures the automobile OEMs and the automotive suppliers. All OEMs, including joint ventures of multinational automobile giants in China and local OEMs are developing automobiles which are for China market, and which can meet Chinese customer's needs well. All OEMs and automotive suppliers get the challenge– Who can develop automobile and automotive products with higher performance, lower cost, which can meet customer's needs better in a shorter developing period with lower development costs. While confronting with the market pressure and the challenge, there are a lot of new product developing projects of different level emerging with OEMs and suppliers. At the same time, the higher standards for project management are demanded as well. To develop a set of effective and reasonable project management method for automotive product development is an urgent problem to be solved as soon as possible.The content of this thesis is to research the theory of program management and its application in a sub-project of rear caliper prototype in a rear caliper program. Regarding the theory of program management, firstly, we discussed the concept and definition of program management. Then, we talked about the important management knowledge utilized in program management, including the common management skills, such as program organization management, teambuilding, work flow, financial management, the special skills of program management, and the integration of these skills.Regarding the program management knowledge application in sub-project of rear caliper prototype, the thesis emphases on the analysis of the strategic importance of this project to the company, how to manage this project in a strategic way to ensure the project meets the company's strategic development; organization chart by using program matrix management theory, and made the effective communication method defined; relationships with all customers and the important partnership and suppliers, redefinition of the changed relationship; project timing control, including advance timing plan, and timing adjustment when unexpected issues accrued by using risk management and objective management; cost management, including advanced cost assumption and cost control during the project. In addition, we discussed the CQA (customer quote approval) process in TRW, and how to assume the profitability of the program at the quoting status, and how to predict the profitability and manage the profitability during the program.By applying these program management knowledge, the rear caliper prototype sub project was a success, which made a very sound foundation for the complete rear caliper program. At the same time, we exercised the program management theory in field by this project.