| With the globalization moving forward, Chinese companies are receiving more and more oversea purchasing orders. More and more Chinese company would like to go out of China, and gradually shift the focus from domestic to oversea market. Even some topper companies are fighting each other at oversea market, competing more intensely than before. In case one company want to award the initiative opportunity in the competition, the key factor is to see whether she can quickly converted the expectation and concept of customer into physical products, that is to say how quickly the new products can put on the market. But as we know because the new product have too many variables and abnormalities at trial run stage, such as customer usually change the product specification and request, the manufacturing equipment is not stability, operator is not trained too much and insufficient experienced, even we need spend much more longer to make the new materials be ready. All of this kind of variables and abnormalities drag down and constrain the on-time delivery rate.Based on the above investigation background, this thesis described some problems in term of one more time studying the MBA knowledge, Huawei encountered the problem that new product A can’t achieve the on-time delivery target, that happened during the new proudct NPI (new product introduction) process for European enterprise type order. Product A is one a high end network device, that jointly designed by European telecom agent and Huawei company, and Huawei take the responsibility of producing this device. This is fist time Huawei award the network router with multi port and high speed data transportation rate. The life cycle of product A includes trial run, final test, the first mass production, mass production, and product EOL (end of life). This improvement project in this thesis mainly focus on the order on-time delivery rate enhancement at product A NPI stage. Some special characteristics were exposed at product A NPI stage, for example, customer always change the product specification and requirement, and have little reference from previous products, process and workmanship is very complicated, it is high requirement on equipment stability, majorities of raw materials need vendor to provide the new sample under new production process. All of those characteristics caused some problem on 3 section, F1 customer contract and specification, F2 new materials acquisition and qualification, F3 manufacturing process. These 3 sections just distribute the eventual result to F order on-time delivery rate. The simple formula like a simple formula OTD (on-time delivery)= (Factor 1 customer contract and specifications+Factor 2 new materials acquisition and qualification+ Factor 3 manufacturing process)* Variable. Secondly, I analyze which seasons cause the problem occur on Fl customer contract and specifications, find the the existing issue and place the corresponding improvement action, then implement the improvement action, eventually bring factor F1 back to right way. The same logicality also applied to F2 and F3. After fixed the existing problems in section F1,F2 and F3, then the overall topic product A on-time delivery rate can be improved accordingly. Right now, most improvement actions in this thesis became company internal procedure, that can provided some reference about increasing on-time delivery rate once Huawei has the similar new products in future. |
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