A Case Study On Project Management Of New Product Development In DK Company

China’s auto industry started in1953. After60years of development, by2009, China’s automobile production and sales both was more than13million, overtaking the United States and Japan to become the world’s No.l. By the end of2012, this figure was19million, for four consecutive years ranked first in the world. But judging from the car ownership per capita, there is still a wide gap between China’s auto market and developed countries. So the room for auto industry growth is large in China. For long-term development, the future of China’s economy to maintain a rapid growth trend has not undergone a fundamental change, and thus China’s auto industry has a good prospect for development.Car manufacturing needs60-70%metal stamping parts, such as body panel, interior support structure reinforcement and engine exhaust system and bracket. According to statistics, on average the vehicle contains more than1,500stamping parts. Therefore the manufacturing process and quality of stamping parts have a direct impact on the quality and cost of the automobile manufacturing. This thesis takes specific cases on project management of new product development in DK, an automotive stamping parts company as the starting point. Combining the actual project management status of DK, and by analyzing the Project Strategic Management theory, Project Management Information System theory, Project Encouragement theory and Supplier Quality Management theory, this thesis reveals various reasons of big problems in project management of new product development. Then in accordance with the relevant theory, solutions are been proposed.Finally, the results of this study can hopefully play a certain reference for project management of China’s metal stamping parts enterprises and for new project management personnel engaging in stamping parts.