Tom's Tumultuous Journey in Muffler Cover Processing+ View more
Tom's Tumultuous Journey in Muffler Cover Processing
+ View more
Date：2024-08-09 14:32
The customer Tom from Europe and America runs a considerable-sized new energy vehicle manufacturing company. This time, he urgently needed a batch of muffler covers, made of 3-millimeter-thick stainless steel, with the internal parts using laser cutting, rolling and welding techniques.
Initially, Tom outsourced this crucial muffler cover processing project to a factory in India. This factory was quite renowned locally, and Tom initially had high hopes for them.
However, problems came one after another very quickly. First, in terms of personnel operation, although the number of workers in the Indian factory was considerable, their professional standards were uneven. In the initial production stage, due to the workers' inaccurate grasp of the laser cutting parameters and their unskilled welding techniques, the reject rate was as high as 30%. To temporarily improve this situation, Tom urgently dispatched experienced technical personnel from his own company to India for on-site guidance. They elaborately formulated detailed operation specifications and gave demonstrations many times, but the effect was not good, and the reject rate only slightly decreased to about 25%.
The deficiency in infrastructure made Tom extremely frustrated. Power supply instability occurred frequently in India. The power grid facilities in the area where the factory was located were old, and power outages happened frequently. Although the factory was equipped with backup power generation equipment, the power was far from meeting the simultaneous operation needs of all equipment. This led to a serious lag in the production progress. Originally planned to produce 500 muffler covers per day, the actual output could only reach about 300. To minimize losses, Tom had to negotiate with the factory to adjust the production arrangement, giving priority to the production of key components, and postponing some non-urgent processes to the period when the power supply was relatively stable. But this was only a temporary solution and could not fundamentally solve the problem.
The local religious and cultural traditions also brought many obstacles to production. There are many important festivals in India. During every festival, many workers would leave their posts on their own to participate in celebration activities for at least one day and sometimes several days. The production line thus frequently stopped, disrupting the originally tight production schedule. Tom communicated with the factory manager many times, hoping they could take measures to ensure the continuity of production, such as arranging overtime workers in advance or adjusting the work arrangement during festivals. However, due to the profound influence of the local religious and cultural traditions, these communications failed to achieve significant results.
The problems on the government side made the situation even worse. When the factory needed to import a batch of advanced laser cutting equipment to improve production efficiency and product accuracy, the complicated approval process delayed the arrival of the equipment for several weeks. Tom urged through various channels, but the working efficiency of the Indian government departments was slow, and the requirements for various documents and procedures were cumbersome, making him feel extremely helpless.
And the key reason that finally made Tom determined to give up the cooperation was that in a crucial production link, due to a major operational mistake by the workers, a large number of nearly completed muffler covers had irreparable quality problems. These muffler covers not only had size deviations beyond the allowable range, but also had a large number of cracks at the welds and were simply unusable. This mistake not only caused huge economic losses but also led to a delay of at least two months in the delivery time of the entire project. Facing such a severe situation, Tom knew that if he continued to cooperate with this Indian factory, he would not be able to deliver the products to the customers on time, which would bring incalculable reputation losses and economic compensation to his company.
After careful consideration, Tom resolutely decided to abandon the cooperation with this Indian factory and transfer the project to China. After a detailed investigation and comparison, he finally chose Dongguan Fuzhan Electronics in Guangdong, China.
In the initial stage of cooperation with Dongguan Fuzhan Electronics, Tom was still somewhat uneasy. After all, his previous experience left him with lingering fears. However, soon his concerns vanished. After receiving the project, the technical team of Fuzhan immediately had an in-depth communication with Tom. They not only had an accurate understanding of the technical requirements of the product but also proposed some optimization plans, further enhancing the performance and manufacturability of the product.
During the production process, the Fuzhan factory demonstrated excellent management level and efficient execution ability. The power supply was continuously stable, and there was never a situation where production was affected by power outages. The employees were well-trained, operated skillfully and standardly, and strictly followed the process requirements for production. Each process underwent strict quality inspection to ensure that the product quality fully met or even exceeded Tom's expectations.
When encountering some minor technical problems, the technical team of Fuzhan could respond quickly. They would gather together in a short time, jointly discuss solutions, and quickly put them into practice. Once, there was a slight material deformation problem during the rolling process. The technical team found the cause within two hours after discovery and adjusted the rolling parameters, successfully avoiding the expansion of the problem.
Ultimately, this batch of muffler covers was delivered on time and with high quality. With this batch of high-quality muffler covers, Tom's company successfully launched a new model of new energy vehicles and received wide acclaim and excellent sales performance in the market.
From then on, Tom established a long-term and stable cooperative relationship with Dongguan Fuzhan Electronics in China. In the subsequent cooperation, Fuzhan not only continuously provided Tom with high-quality products but also constantly brought him surprises in aspects such as cost control, delivery speed and technological innovation. Tom's business also flourished as a result. The company's market share continued to expand, occupying a more favorable competitive position in the field of new energy vehicles.
Initially, Tom outsourced this crucial muffler cover processing project to a factory in India. This factory was quite renowned locally, and Tom initially had high hopes for them.
However, problems came one after another very quickly. First, in terms of personnel operation, although the number of workers in the Indian factory was considerable, their professional standards were uneven. In the initial production stage, due to the workers' inaccurate grasp of the laser cutting parameters and their unskilled welding techniques, the reject rate was as high as 30%. To temporarily improve this situation, Tom urgently dispatched experienced technical personnel from his own company to India for on-site guidance. They elaborately formulated detailed operation specifications and gave demonstrations many times, but the effect was not good, and the reject rate only slightly decreased to about 25%.
The deficiency in infrastructure made Tom extremely frustrated. Power supply instability occurred frequently in India. The power grid facilities in the area where the factory was located were old, and power outages happened frequently. Although the factory was equipped with backup power generation equipment, the power was far from meeting the simultaneous operation needs of all equipment. This led to a serious lag in the production progress. Originally planned to produce 500 muffler covers per day, the actual output could only reach about 300. To minimize losses, Tom had to negotiate with the factory to adjust the production arrangement, giving priority to the production of key components, and postponing some non-urgent processes to the period when the power supply was relatively stable. But this was only a temporary solution and could not fundamentally solve the problem.
The local religious and cultural traditions also brought many obstacles to production. There are many important festivals in India. During every festival, many workers would leave their posts on their own to participate in celebration activities for at least one day and sometimes several days. The production line thus frequently stopped, disrupting the originally tight production schedule. Tom communicated with the factory manager many times, hoping they could take measures to ensure the continuity of production, such as arranging overtime workers in advance or adjusting the work arrangement during festivals. However, due to the profound influence of the local religious and cultural traditions, these communications failed to achieve significant results.
The problems on the government side made the situation even worse. When the factory needed to import a batch of advanced laser cutting equipment to improve production efficiency and product accuracy, the complicated approval process delayed the arrival of the equipment for several weeks. Tom urged through various channels, but the working efficiency of the Indian government departments was slow, and the requirements for various documents and procedures were cumbersome, making him feel extremely helpless.
And the key reason that finally made Tom determined to give up the cooperation was that in a crucial production link, due to a major operational mistake by the workers, a large number of nearly completed muffler covers had irreparable quality problems. These muffler covers not only had size deviations beyond the allowable range, but also had a large number of cracks at the welds and were simply unusable. This mistake not only caused huge economic losses but also led to a delay of at least two months in the delivery time of the entire project. Facing such a severe situation, Tom knew that if he continued to cooperate with this Indian factory, he would not be able to deliver the products to the customers on time, which would bring incalculable reputation losses and economic compensation to his company.
After careful consideration, Tom resolutely decided to abandon the cooperation with this Indian factory and transfer the project to China. After a detailed investigation and comparison, he finally chose Dongguan Fuzhan Electronics in Guangdong, China.
In the initial stage of cooperation with Dongguan Fuzhan Electronics, Tom was still somewhat uneasy. After all, his previous experience left him with lingering fears. However, soon his concerns vanished. After receiving the project, the technical team of Fuzhan immediately had an in-depth communication with Tom. They not only had an accurate understanding of the technical requirements of the product but also proposed some optimization plans, further enhancing the performance and manufacturability of the product.
During the production process, the Fuzhan factory demonstrated excellent management level and efficient execution ability. The power supply was continuously stable, and there was never a situation where production was affected by power outages. The employees were well-trained, operated skillfully and standardly, and strictly followed the process requirements for production. Each process underwent strict quality inspection to ensure that the product quality fully met or even exceeded Tom's expectations.
When encountering some minor technical problems, the technical team of Fuzhan could respond quickly. They would gather together in a short time, jointly discuss solutions, and quickly put them into practice. Once, there was a slight material deformation problem during the rolling process. The technical team found the cause within two hours after discovery and adjusted the rolling parameters, successfully avoiding the expansion of the problem.
Ultimately, this batch of muffler covers was delivered on time and with high quality. With this batch of high-quality muffler covers, Tom's company successfully launched a new model of new energy vehicles and received wide acclaim and excellent sales performance in the market.
From then on, Tom established a long-term and stable cooperative relationship with Dongguan Fuzhan Electronics in China. In the subsequent cooperation, Fuzhan not only continuously provided Tom with high-quality products but also constantly brought him surprises in aspects such as cost control, delivery speed and technological innovation. Tom's business also flourished as a result. The company's market share continued to expand, occupying a more favorable competitive position in the field of new energy vehicles.
Share to：
Recommend wonderful blog posts