新产品研发流程优化与研发项目管理（new product r d process optimization and r d project management）

新产品研发流程优化与研发项目管理（NEWPRODUCTRTECHNICALMANAGER,DIRECTORVICEPRESIDENTDEPUTY,GENERALMANAGER,DIRECTOROFRESEARCHANDDEVELOPMENT,R2,HOWTOESTABLISHATRULY“CUSTOMERCENTRIC,MARKETORIENTED“R3HOWCANTHER4MATRIXORGANIZATIONOPERATIONPROBLEMSAPERSONTWOSUPERVISORSTOLISTENTOWHO,HOWTOASSESS,THEPROJECTMANAGERCANNOTMOVEOTHERDEPARTMENTRESOURCES,WHETHERTOGIVETHEPROJECTMANAGERASSESSMENTWEIGHT5R8,HOWTOACCUMULATEEXPERIENCEINTECHNOLOGYANDMANAGEMENTINTHEPROCESSOFPRODUCTDEVELOPMENT,ANDENSURETHESUCCESSOFTHECOMPANYFROMTHESYSTEM9THEBASICEXPERIENCESANDLESSONSINTHECOURSEOFSUMMINGUPALARGENUMBEROFCHINESEENTERPRISESFROMTHE“MILLTYPE“DEVELOPMENTMODETO“INDUSTRIALIZATION“DEVELOPMENTPATTERNONTHEPROPOSEDACOMPETITIVESCIENTIFICRESEARCHMANAGEMENTSYSTEM,WHILESHARINGRISKINDUSTRYENTERPRISESSHOULDPAYATTENTIONTOINTHEPROCESSOFRTHISSTUDYSELECTIONTECHNIQUESANDCORRECTMETHODOFNEWPRODUCTPROJECTWEEXPLORENEWPRODUCTDEVELOPMENTPROJECTSINCAPITALOPERATIONANDRISKINVESTMENTYOULEARNHOWTOCREATEANEWPRODUCTDEVELOPMENTPROJECTMANAGEMENTSYSTEMWEMASTERTHEESTABLISHMENTANDAPPLICATIONOFTHENEWPRODUCTDEVELOPMENTPROCESSCORRECTLYTHEGISTOFRISKCONTROLANDMANAGEMENTTHEDEVELOPMENTOFNEWPRODUCTSOFLEARNINGWELEARNTOEVALUATEANDIMPROVETHEWAYOFNEWPRODUCTDEVELOPMENTPROJECTPERFORMANCEPROJECTTEMPLATESANDTOOLSAFTERTHEINTRODUCTIONOFNEWPRODUCTDEVELOPMENTWESHAREPROFESSIONALEXPERIENCEINRIHAVETHEBESTRIHAVERWEGRASPTHENEWPRODUCTDEVELOPMENTPROCESSANDPROJECTMANAGEMENTSCIENTIFICMETHODOFOPERATIONWESHARECHINESEENTERPRISERWESHARETHECASEINFORMATIONINSTRUCTORTEAMDOZENSOFRDPROJECTMANAGEMENTCONSULTINGTEMPLATE,TABLE,SAMPLEHELPTHESTUDENTSTOMAKETHEACTION,PLAN,CANBEAGOODIMPLEMENTATIONOFRDMANAGEMENTSYSTEMOPTIMIZATIONTOHISCOMPANYMAKESSTUDENTSAFTERTRAININGCURRICULUMSYLLABUSCASESTUDYTWOOVERVIEWOFNEWPRODUCTDEVELOPMENTMANAGEMENT1,THEINTRODUCTIONOFTHEENTERPRISEVALUECHAINRDANDMARKETING,SUPPLYCHAIN,FINANCIAL,HUMANRESOURCES,ITRELATIONS2,FRAMEWORKANDTHOUGHTOFRDMANAGEMENTSYSTEM3,THEINDUSTRYSOUTSTANDINGRDMANAGEMENTTHINKINGCONTRASTNPD,CMMI,ISO9000RELATIONS4WHATISTHEPRODUCTTHEDIFFERENCEBETWEENTHEPRODUCTANDSAMPLE5WHATISPRODUCTDEVELOPMENT6THEDIFFERENCEBETWEENPRODUCTDEVELOPMENT,TECHNOLOGYDEVELOPMENT,ANDPRELIMINARYRESEARCHTHEDIFFERENCEFROMBASICRESEARCH,INVENTIONANDINNOVATION7,THERELATIONSHIPBETWEENPROCESSMANAGEMENTANDPROJECTMANAGEMENTISDIFFERENT8,THERELATIONSHIPBETWEENNEWPRODUCTDEVELOPMENTPROCESSANDRDPROJECTMANAGEMENT9,NEWPRODUCTDEVELOPMENTSUCCESSANDFAILUREFACTORSANALYSIS10,DRILLSANDQUESTIONSDISCUSSIONTHREE、ORGANIZATIONANDTEAMMANAGEMENTOFNEWPRODUCTDEVELOPMENT1,THETYPICALPROBLEMSOFPRODUCTDEVELOPMENTORGANIZATION2,TYPICALRDORGANIZATIONMODEL3TYPICALCHARACTERISTICSOFASUCCESSFULPRODUCTDEVELOPMENTTEAM4,CROSSDEPARTMENTPRODUCTDEVELOPMENTTEAMSTRUCTUREANDROLEPOSITIONINGATHEROLES,RESPONSIBILITIES,SKILLS,LEADERSHIP,KNOWLEDGE,EXPERIENCEANDEXAMPLESOFTHECORETEAMLEADERBTRAININGANDQUALIFICATIONMANAGEMENTOFCORETEAMLEADERANDCASESTUDYCTHEROLESANDRESPONSIBILITIESOFTHECORETEAMMEMBERSANDEXAMPLESDEXPANDTHEROLESANDRESPONSIBILITIESOFTEAMMEMBERSANDEXPLAINEXAMPLESEROLES,RESPONSIBILITIESANDEXAMPLESOFFUNCTIONALMANAGERSINPRODUCTDEVELOPMENT5,MATRIXORGANIZATIONOPERATIONEASILYAPPEARPROBLEMSANDCAUSESANALYSISAPERSONTWOSUPERVISORSTOLISTENTOWHO,HOWTOASSESS,THEPROJECTMANAGERCANTMOVEOTHERDEPARTMENTRESOURCES,WHETHERTOGIVETHEPROJECTMANAGERASSESSMENTWEIGHT6,CROSSDEPARTMENTPRODUCTDEVELOPMENTTEAMREPORTINGMODELANDASSESSMENTMECHANISM7,EXAMPLESEXPLAININDUSTRY,THECOMPANYSINTERDEPARTMENTALPRODUCTDEVELOPMENTTEAMSORGANIZATIONANDOPERATION8,DRILLSANDQUESTIONSDISCUSSIONFOURBUSINESSDECISIONMAKINGINNEWPRODUCTDEVELOPMENTSPECIFICMANAGEMENTOFRDMANAGEMENTTHETYPICALPROBLEMSEXISTINGINTHEMANAGEMENTOFBUSINESSDECISIONSIN1,ENTERPRISES“CRYBABYNAICHI“,AMULTIPROJECTRESOURCECONFLICT,HIGHPRIORITYPROJECTSINEACHDEPARTMENTISUNABLETOGUARANTEETHERESOURCESPRIORITY,STARTMANYPROJECTSDONOTALWAYSLISTED,PROJECTREVIEWMEETINGWHYALWAYSCONSTANTLY2,THESIGNIFICANCEOFBUSINESSDECISIONMAKINGINPRODUCTDEVELOPMENT3,WHYWILLTHELEADERSHIPOFTHE“TUBE“WHENNOMATTER,SHOULDNOTCONTROLTHEMESS“4,THEROLEOFSENIORLEADERSHIPINPRODUCTDEVELOPMENT“KILLTHEPOORANDHELPTHERICH“,WHENANDHOWTOMANAGEIT5,THEROLEANDRESPONSIBILITYDEFINITIONOFBUSINESSDECISIONTEAM6、THEESTABLISHMENTOFDECISIONREVIEWPOINTINPRODUCTDEVELOPMENT7,THEBUSINESSDECISIONMAKINGELEMENTSOFTHEREVIEW8,BUSINESSDECISIONSUPPORTINPRODUCTDEVELOPMENT9EXPLAINTHEBUSINESSPLAN10,PROJECTTASKBOOKEXAMPLES11、PROJECTMANAGEMENTOFFICEPMO12,HOWTOESTABLISHEFFICIENTBUSINESSDECISIONMAKINGMECHANISM13,EXAMPLESEXPLAININDUSTRYCOMPANYPRODUCTBUSINESSDECISIONOFTHEACTUALOPERATION14,DRILLSANDQUESTIONSDISCUSSIONFIVETHESTRUCTUREDPROCESSOFNEWPRODUCTDEVELOPMENT1WHATPRODUCTDEVELOPMENTPROCESSESNEEDTOBESTRUCTURED2,STRUCTUREDPRODUCTDEVELOPMENTPROCESSHASCHARACTERISTICS3HOWISTHEPRODUCTDEVELOPMENTPROCESSSTRUCTUREDAHIERARCHICALPARTITIONINGOFSTRUCTUREDPROCESSESBSAMPLEOFPRODUCTDEVELOPMENTPROCESSARCHITECTUREINTHEINDUSTRYCPRODUCTDEVELOPMENTDETAILEDPROCESSSAMPLEINTHEINDUSTRYDSAMPLEOFPRODUCTDEVELOPMENTSUBPROCESSESINTHEINDUSTRYEINDUSTRYPRODUCTDEVELOPMENT,OPERATIONINSTRUCTIONS,CHECKLISTTEMPLATEEXAMPLE4ANALYSISOFCOMMONPROBLEMSINTHEPROCESSOFPRODUCTDEVELOPMENTASTRUCTUREDTIMINGBTHEDEGREEOFSTRUCTURATIONCSTRUCTUREDEASILYTRAPPEDINTWOEXTREMESDHOWDOESSTRUCTURATIONINTEGRATEWITHTHEACTUALSITUATIONOFANENTERPRISE5,THESPECIFICRELATIONSHIPBETWEENSTRUCTUREDPRODUCTDEVELOPMENTPROCESSANDRESEARCHPROJECTMANAGEMENTMAPPINGOFPROJECTMANAGEMENTACTIVITIESINTHEPRODUCTDEVELOPMENTPROCESS6,DRILLSANDQUESTIONSDISCUSSIONSIX,NEWPRODUCTRESEARCHANDDEVELOPMENTPROJECTPLANNING1,SCHEDULEANDRESOURCEPLANAQUALITYMANAGEMENTPLANBRISKMANAGEMENTPLAN2,SCHEDULEANDRESOURCEPLANADISCUSSIONWHATARETHEPROBLEMSTHATTHECOMPANYHASINTHEPLANNINGOFRDPROJECTS,BROLEOFRDPROJECTPLANCTHEPROCESSOFPLANNINGFORRDPROJECTSDPRINCIPLESOFPROJECTPLANNINGEELEMENTSOFPROJECTPLANNINGFHIERARCHICALMANAGEMENTSYSTEMFORRDPROJECTPLANGFIVESTEPSINTHEFORMULATIONOFRDPROJECTPLANSHINTRODUCTIONTOWBSFUNCTION,EXAMPLEIAMEASUREOFWBSDECOMPOSITIONJTHECORRESPONDENCEBETWEENPBS,WBS,OBS,ANDRBSKFIVECOMMONESTIMATIONMETHODSLESTIMATIONOFSIZE,WORKLOADANDDURATIONMRENDERINGOFPERTDIAGRAMSNHOWDOYOUSPEEDUPPROJECTDEVELOPMENTCRITICALPATHMETHODFASTTRACKMETHODODRILLSANDPROBLEMDISCUSSIONSSEVEN、NEWPRODUCTDEVELOPMENTPROJECTPLANCONTROL1、COMMONPROBLEMSANDSOLUTIONSINPROJECTCONTROLOFRDPROJECTS2,THEIMPLEMENTATIONOFTHEPROJECTANDHIERARCHICALMONITORING3、MONITORINGPLANACONTROLPOINTSETTINGPRINCIPLEBMONITORINGPROGRAMOVERVIEWMAPCMONITORINGPLANLIST4,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSPROJECTREPORTAPROJECTREPORTTYPEBPROJECTREPORTINGMECHANISM5,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSPROJECTREGULARMEETINGATYPESOFPROJECTMEETINGSBREGULARMEETINGAGENDAANDCONTENT6,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSPLANCHANGECONTROLACHANGECONTROLPROCESSBPLANROLLINGREFRESH7,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSSTATUSTRANSFER8,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSBUSINESSDECISIONREVIEW9,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSRDCONTRACTMANAGEMENT10,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSPROJECTAUDIT11,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSPROJECTRISKMANAGEMENT12,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSPROJECTMEASUREMENTMANAGEMENTAPRODUCTLEVELMETRICSBPROJECTLEVELMETRICS13,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSTECHNICALREVIEW14,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSDEMANDTRACKING15,RDPROJECTCONTROLMEANSCOSTCONTROLACOSTMODELBANALYSISOFKEYCOSTCOMPONENTSCTARGETCOST16、RDPROJECTCONTROLMEANSQASTATUSREPORT17,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSPROCESSREDUCTIONATHEPRINCIPLEOFCURTAILMENTBTHESUBJECTOFRESPONSIBILITYFORCURTAILMENTCCUTTINGOPPORTUNITIES18,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSPROJECTTESTING19,RESEARCHANDDEVELOPMENTPROJECTCONTROLMEANSPROJECTEVALUATIONAPROJECTEVALUATIONINDEXDEFINITIONBPLANEVALUATIONCPLANCOMPLETIONRATECALCULATION20,DRILLSANDQUESTIONSDISCUSSIONEIGHT,HOWTOSUCCESSFULLYIMPLEMENTTHEOPTIMIZATIONOFPRODUCTDEVELOPMENTMANAGEMENTSYSTEM1,ACCORDINGTOTHEACTUALSITUATIONOFENTERPRISES,HOWTOCHOOSETHETHREEMODELSOFPRODUCTDEVELOPMENTMANAGEMENTSYSTEMOPTIMIZATIONSMALLIMPROVEMENT,OPTIMIZATION,CHANGE2CASESTUDYCASESTUDYOFFAILUREOFPRODUCTDEVELOPMENTPROCESSREFORMINACOMPANY3,EIGHTREASONSFORTHEFAILUREOFREFORM4,THEKEYELEMENTSOFSUCCESSFULIMPLEMENTATIONOFCHANGE5,HOWTOIMPLEMENTCHANGEMANAGEMENT6,HOWTODEALWITHTHEPROBLEMSOFPEOPLEINCHANGEMANAGEMENT7,THESUCCESSFULIMPLEMENTATIONOFMANAGEMENTCHANGECASESHARINGRELEVANTCERTIFICATIONOPTIONAL1,FEES800YUAN/PERSONTOPARTICIPATEINTHECERTIFICATIONEXAMINATIONSTUDENTSMUSTPAYTHISFEE,DONOTPARTICIPATEINTHECERTIFICATIONEXAMINATIONSTUDENTSDONOTPAYTHISFEE2,THOSEWHOWISHTOPARTICIPATEINCERTIFICATION,INTRAININGAFTERTHEENDOFTHECERTIFICATIONEXAMINATIONANDQUALIFIED,ISSUEDTHE“HONGKONGTRAININGCERTIFICATIONCENTERINTERNATIONALVOCATIONALQUALIFICATIONCERTIFICATIONCENTERHKTCC“,“INTERNATIONALREGISTEREDPROJECTMANAGEMENTDIVISIONRDPROJECTMANAGEMENTDIRECTION“PROFESSIONALQUALIFICATIONCERTIFICATE3,INTERNATIONALCERTIFICATION/GLOBALACCESS/EMPLOYERACCREDITATION/NETWORKINGQUERY4,THEENDOFTHECOURSE,10DAYSAFTERDELIVERYTOSTUDENTSLECTURERMRZHANGYONGJIETHEEDUCATIONBACKGROUNDANDPREVIOUSPOSITIONSEDUCATIONEDUCATIONMASTERSDEGREEINMANAGEMENTSCIENCEANDENGINEERINGFROMXIANJIAOTONGUNIVERSITYFORMERDUTIESPROJECTMANAGER,RESEARCHMANAGER,DEVELOPMENTMANAGER,VICEPRESIDENTOFCORPORATEMANAGEMENTTHEWORKEXPERIENCE10YEARSOFHIGHTECHPRODUCTDEVELOPMENTANDRDMANAGEMENT,PRODUCTMANAGEMENTEXPERIENCE,HASSERVEDASTHEPROJECTMANAGER,RESEARCHMANAGER,DEVELOPMENTMANAGERANDOTHERPOSITIONS,INTHEPRACTICEOFPRODUCTDEVELOPMENTMANAGEMENTINTHELONGTERMACCUMULATEDRICHTECHNOLOGYANDMANAGEMENTEXPERIENCEWORKEDASAPROJECTMANAGER,RDMANAGERINSHENZHEN,CHINASLARGESTTELECOMMUNICATIONSHIGHTECHENTERPRISEATTHESAMETIMEASTHECOREGROUPMEMBERSWITHTOPINTERNATIONALCONSULTANTSIBMTEAMINTHERDSYSTEMTOPROMOTETHECOMPANYRDMANAGEMENTIPD,ANDISRESPONSIBLEFORTHISCHANGEINTHERDMANAGEMENTTOPROMOTETHECOMPANYTOALEVELOFFUNCTIONALDEPARTMENTSANDSPECIFICIMPLEMENTATIONWORKAFTERENTERINGACOMPANY,SERVEDASDEPUTYMANAGEROFTHECOMPANYDURINGHISTENURE,TARGETEDRESEARCHMANAGEMENTTHEORYANDPRACTICALEXPERIENCEWITHTHECOMPANYTOESTABLISHACOMPREHENSIVECOMBINATIONOFTHESTATUSQUO,ANDOPTIMIZETHEPRODUCTDEVELOPMENTMANAGEMENTSYSTEMRDPERFORMANCEMANAGEMENTPROCESSSYSTEM,PROJECTMANAGEMENTSYSTEM,ATTHESAMETIME,THECOMPANYHASSERVEDASALECTURER,ACTUALCOMBATEXPERIENCERICHMANAGEMENTRESEARCHTHEPROJECTBACKGROUNDHADCONSULTEDRDMANAGEMENTCONSULTINGRDHUMANRESOURCESYSTEMOFARESEARCHINSTITUTERDMANAGEMENTCONSULTINGINCLUDINGRDPROCESS,RD,PROJECTMANAGEMENTANDRDHUMANRESOURCESOFANELECTRONICSCOMPANYINGUANGDONGRDMANAGEMENTCONSULTINGINCLUDINGRDPROCESS,RD,PROJECTMANAGEMENTANDRDHUMANRESOURCESOFACOMMUNICATIONSCOMPANYINSHENZHENRDMANAGEMENTCONSULTINGFORAGROUPOFHOMEAPPLIANCEINDUSTRYTHEMAINCOURSETHE“PRODUCTMANAGER“,“COMBATTRAININGRESEARCHANDTECHNICALPERSONNELPERFORMANCEAPPRAISALANDINCENTIVESYSTEM“,“NEWPRODUCTDEVELOPMENTPROCESSOPTIMIZATIONANDPROJECTMANAGEMENT“,“PRODUCTDEVELOPMENTANDTECHNICALPERSONNELMANAGEMENTCORESKILLSTRAINING“,“PERFORMANCEMANAGEMENT“,“RESEARCHFROMTECHNOLOGYTOMANAGEMENT“,“PROJECTMANAGEMENT“,“THESUCCESSOFTHEPRODUCTMANAGEMENTANDPRODUCTPLANNING“,“RDPERSONNELOCCUPATIONLITERACY“THETRAININGBACKGROUNDMRZHANGHASREPEATEDLYHELDTHROUGHOUTTHEPRODUCTMANAGERMANAGEMENT,PRODUCTDEVELOPMENT,PERFORMANCEMANAGEMENT,RESEARCHANDDEVELOPMENTNEEDSOFPROJECTMANAGEMENTSUCHASOPENCLASS,PROVIDEPROFESSIONALPRODUCTMANAGEMENTANDRDMANAGEMENTTRAININGFORDOZENSOFCOMPANIES,ANDASTHEPROJECTMANAGER,PROJECTCOREMEMBERSINVOLVEDANDLEDNEARLY10RDMANAGEMENTCONSULTINGPROJECT,THESCOPEOFTHEPROJECTTOMARKETDEMAND,PRODUCTMANAGEMENT,PERFORMANCEMANAGEMENT,RESEARCHANDDEVELOPMENTOFPRODUCTPLANNING,PRODUCTDEVELOPMENTPROCESSANDKNOWLEDGEMANAGEMENTMODULESYSTEMSERVICESHAVEBEENINVOLVEDINCOMMUNICATIONS,SOFTWAREANDTHEINTERNET,MEDICALEQUIPMENT,HOMEAPPLIANCES,ELECTRONICS,POWERSYSTEMS,INTEGRATEDCIRCUITSCHIPSANDMANYOTHERINDUSTRIESTHEONCETRAINING/CONSULTINGCLIENTSRECENTLYASMALLPARTOFTHELIST,INALPHABETICALORDERTHEBEAUTYOFLIFEAPPLIANCES,PINGHUJINELECTRONICS,GUANGDONGNORTELTELECOMMUNICATIONSEQUIPMENT,ZHONGSHANOURGAMESTATIONERYGIFT,NINGBOZHAOSHENGSTATIONERY,SHANGHAIBAOSIGHTSOFTWARE,SHANGHAITENCENT,VANKEVALQUASEALCITECTTHINKINGANDRESEARCHINSTITUTE,NINGBOOULININDUSTRIALCO,LTD,ZHEJIANGQISHANGEXHIBITION,YANGMING,EMERSONOPTICALCHINAAISIDUNINDUSTRY,HAINAN,HONGKONGANDMACAOINFORMATION,GOODCHILDRENCHILDRENSPRODUCTS,ZHEJIANGTONGFENGPHARMACEUTICALANDCHEMICALINDUSTRY,BEIJINGTHREETREASUREINDUSTRYSCIENCEANDTECHNOLOGY,PHOTOELECTRICTECHNOLOGY,DEPARTMENTOFSHANGHAIHAOXINELECTROHYDRAULICCONTROL,SUMITOMOELECTRICIAN,SHENZHENLEADSPORTELECTRICAL,SOUTHHAILIFENGMACHINE,SHENZHENBYDMICROELECTRONICS,SHENZHENJINGYOUCOMMUNICATIONS,SHENZHENKINGWOELECTRONICS/INTCOTHENEWXIAMEN,BEIJINGHELLALIGHTS,ZHUZHOUCSRTIMESELECTRIC,BEIJINGORIENTALTECHNOLOGYGROUP,BEIJING,SHANGHAI,ENGLANDCHANGCHUNQIMINGCOMPRESSOR,YANTAICHINATHECHEMICALINDUSTRY,DONGYINGGIAYOUNGPRECISION,BEIJINGWELLSOPHARMACEUTICAL,ZHUHAIQIANMAO,ZHONGSHANCITY,ZHUZHOUTECHNETIUMYUANELECTRICCONVERTERTECHNOLOGY,ZHONGSHANCITY,SHENZHENCITY,ZHONGSHANUNIVERSITYBASIJICHEMICALSPACEWIRELESSCOMMUNICATION,DONGGUANHUAQIANGSANYOMOTOR,ZHUHAITECCOM/XINHUAPRECISIONMACHINE,DIGITALCHINA,GUANGZHOU,SHENZHENCITY,SHENZHENSHENNANCIRCUITSSHENNANCIRCUIT,DONGGUANTECHMAELECTRONIC,CHONGQINGINSTITUTEOFPHARMACEUTICALINDUSTRY,DONGGUAN,GUANGZHOUFIATELEVATORTINCIMATERIALS,SEAGULLBATHROOMSUPPLIES,MONGOLIAEXTENSIONLIGHTING,GUANGZHOUCNCEQUIPMENT,LININGBOYONGFAGROUP,ZHEJIANGSUPORAPPLIANCE,JIANGNANMOLDINGTECHNOLOGY,SHANGHAIAOTAIKEINTERNATIONAL,OSRAMCHINA,TSRCLIGHTINGSHANGHAICOZHEJIANGDASHENG,CULTURE,JIANGSUKANGJINMEDICAL,ROCKWELLAUTOMATION,DIGITALAUDIO,CHINADIMENSIONALTENNECORDCENTER,SAGEMMOBILE,CHANGCHUNMOULDINDUSTRYASSOCIATION,SHANGHAITOFFLONSCIENCEANDTECHNOLOGY,GUANGDONGCHAOHONGJIINDUSTRY,JIUMAOAUTOMATION,HUNANWELLINGTONMEMBRANE,GUANGZHOUHECHENGTHREEBIOLOGY,GUANGDONGJIAMEILIGHTING,JOEBATHROOM,ZHUHAICITYTINGYOUCOSMETICACCESSORIES,NORTHMAN,JIANGSUZHONGXUNDIGITAL,SHANGHAIZHONGLIAUTOMOBILEPARTS,