Hot Water Bottle Delivery Lead Time & Capacity Analysis Report

Here we use a 50,000 pcs Hot water bottle without cover case explain hot water bottle delivery time & production capacity analysis report.

Hot Water Bottle Project – Delivery Lead Time & Capacity Analysis Report
Project Title: 50,000 PCS Hot Water Bottle Project Details
Project Manager: Bin Li
Project Start Date: March 8, 2023
Prepared by: Bin Li
Date: 17 February, 2026

1. Executive Summary

This report analyzes the production and delivery lead time for a batch of 50,000 hot water bottles, based on the Gantt chart project schedule. The project is structured into key phases including preparation, mold work, mass production, quality control, documentation, and delivery. The analysis focuses on identifying bottlenecks, evaluating task durations, and assessing overall project capacity.

2. Project Timeline Overview

Phase Start Date End Date Duration (Days) Responsible Party
Preparation (Deposit, CPP Bag, Mold Work, etc.) Mar 8, 2023 Mar 20, 2023 13 days Bin Li, Mr. Xu, Mr. Wang, Mr. Zhang
Mass Production (Production, Testing, Packing) Mar 14, 2023 Apr 6, 2023 24 days Mr. Xu
Documentation (Packing List, Invoice, etc.) Apr 2, 2023 Apr 17, 2023 16 days Mrs. Li, Bin Li
Delivery (Booking, Trucking, B/L, Filing) Apr 17, 2023 May 6, 2023 20 days Mrs. Vivian Zhen, Freight Co.
Total Project Duration: March 8, 2023 – May 6, 2023 (60 days)

3. Lead Time Analysis

3.1. Preparation Phase (Days 1–13)
Tasks include deposit confirmation, CPP bag production, mold work, screw stop, filling aperture, and carton preparation.
Critical path tasks: Mold work (Mar 10–13) and CPP bag (Mar 10–20) are parallel and essential for mass production readiness.
Lead time impact: Delays in mold work could push back mass production start.

3.2. Mass Production Phase (Days 14–37)
Production of 50,000 units runs from Mar 14 to Apr 5 (23 days).
Testing and packing run concurrently from Mar 15 and Mar 21 respectively.
Average production rate: ~2,174 units/day (50,000 units / 23 days)
Capacity utilization: High, with continuous production and testing overlap.

3.3. Documentation Phase (Days 33–48)
Tasks include packing list, invoice, local paperwork, balance payment, and booking.
Bottleneck: Documentation is front-loaded but does not delay production. However, balance payment and booking are scheduled on the same day (Apr 17), which may create administrative congestion.

3.4. Delivery Phase (Days 48–60)
Trucking to Shanghai port (Apr 19), Bill of Lading (Apr 17–28), and final filing (Apr 28–May 6).
Lead time to customer: Assuming shipping after May 6, total lead time from project start to delivery is ~60 days.

4. Capacity Analysis

4.1. Production Capacity
Peak production period: Mar 14 – Apr 5 (23 days)
Daily output: ~2,174 units
Weekly output (6-day work week): ~13,044 units
Total capacity utilized: 50,000 units (100% of project goal)

4.2. Resource Allocation
Mr. Xu oversees multiple critical tasks (CPP bag, mold work, production, testing, packing) – potential risk of overburden.
Bin Li handles deposit and documentation – manageable workload.
Mrs. Vivian Zhen manages delivery coordination – workload increases in late April.

4.3. Risk of Delay
Mold work and CPP bag production are parallel and must finish before mass production begins. Any delay here could shift the entire timeline.
Balance payment and booking on the same day may cause cash flow or scheduling issues if not coordinated in advance.

5. Recommendations

Monitor mold work closely – it is a critical predecessor to mass production.
Stagger documentation tasks – avoid clustering balance payment and booking on the same day.
Increase production buffer – consider adding 2–3 extra days to mass production to absorb unforeseen delays.
Assign backup for Mr. Xu – to avoid bottleneck during peak production phase.
Track daily output – ensure production rate meets 2,174 units/day to stay on schedule.

6. Conclusion

The project is well-structured with clear phases and responsibilities. The total lead time of approximately 60 days is reasonable for a batch of 50,000 hot water bottles, assuming no major disruptions. With proper monitoring of critical tasks and resource balancing, the project is on track for timely delivery.