By D. G. Coward (auth.)
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Extra info for Manufacturing Management: Learning through Case Studies
3 shows the effects of the interaction between the two major factors discussed: variety and delivery. Hence the level of Production Control is only a relational quantity, important in all industries, but success is defined differently from Area 4, 75 per cent, to Area 1, 100 per cent, for delivery achievement to promise given, that is for schedule adherence. Runners and repeaters give a company every chance to maintain an accurate database of processing time, materials, manpower, stocks and distribution.
An Example of Outcomes that One Task Force Accomplished in a Business Unit The following business plan was accepted by the JHC Group Board and gave the following scenario for one of the main OEM producers, Duncans Engine Controllers. 1). It can be seen that the mission statement quoted requires a number of levels of support. The details given from this business unit case study are used to support the overall corporate strategy and hence ensure, in part, that success is achieved. These particular strategies and achievements are expounded for the reader's interest and to allow full consideration of the multi-levels of strategic planning and control, even though outside the basic questions set earlier.
The criterion on which decisions about what business units shoud be sold off to be 'technological development' potential. Products that are technologically based are considered better earners of profits because they have less competition and higher value added returns. Too many low technology products suffer severe competition from low-Iabour-cost/subsidised companies from various parts of the world. • Business Units to be sold by the above criterion to include horns, windscreen wipers, motors, lighting and alternators; each of which has reached the end of its main technological development.
Manufacturing Management: Learning through Case Studies by D. G. Coward (auth.)