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Rio Bravo Essay

Rio Bravo IV – operations management case study
Executive Summary:

Packard Electric Corp. is a peaker in position and signal product distribution in the United States. They supposition they could do the same thing outside of the US so they opened a plant in Juarez, Mexico to manufacture harnesses for US and other foreign customers. At the beginning, however their results were really paltry. Probably, the about important issue was that none of the management had the necessary go across needed for their managerial positions and hardly anyone spoke Spanish. Also, the factory was very poorly equipped that could not compete with the lofty requirements of NUMMI – Packards neighboring(a) customer. Packard was known for their mettlesome quality products but NUMMIs expectations were too high to satisfy.

The first shipment was based on a 200-piece nightspot for prototype vehicles. Packard put together their best employees, every area was care in force(p)y checked, and was packaged in perfect order. However, NUMMI and Toyota decided that the products had poor quality design and they were unhappy with the products. Later Packard hired Simitomo wire for their expertise in methods of producing outstanding quality and precision. They taught Packard but at the end of a six-month program, their shipment was rejected. After all that spat Packard decided to implement elements of JIT and TQM, such as Kaizen, reduction of lead times, quick die changes, Kanban, and Visual management (Shoenberger, Knod, 1997).

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Packard Electric Corp. has successfully implemented several JIT and TQM programs. However, they could enhance the efficiency of operations in several sectors, such as automation of human/auto work, involvement of third parties to work on quality, flexibility, and service, and an adequate layout to abate operations wastage.

Problem Definition:

Packard Electric Corp. does not seem to have problems with implementing JIT and TQM. The childbed might be, however, that what more the plant…

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Rio Bravo IV – Operations Management: Questions regarding Case of Rio Bravo IV – A Report of the Plant Manager Rio assassinator IV – slipperiness Analysis Question 1. Are there twain in force(p)ifiable reasons for this response by NUMMI/Toyota throng? Or was it comely nit-picking? Yes, there are justifiable reasons. In the Japanese culture, acknowledgment is the one of the most cardinal determinates in choosing a supplier. They had concomitant standards that they developed and applied throughout their entire composition, they expected the aforesaid(prenominal) from their supplier ( food waste in – Garbage out premise). They saw bellyache in Rio Bravo IVs willingness to align to these changes and they rose to meet the issuance exception because they soon effected the benefit of this strong TQM could countenance in the plant. In fact some concepts spread to Rio Bravo IVs suppliers, much(prenominal) as kanban (JIT?) having just adequacy products for the coiffure to be shipped that day, and so eliminating works in carry on and holding inventory.

Question 2. This practice (restricting the preclude holders) is an application of what concept from this chapter? This is an specimen of under condenser planning. Packard had the exceptional ability of government activity through all levels of its production. Everything had order, a specific place, specific article of faith plan. Packard originally had a boastfully rack to place spoiled/undesirable products during which a sealed period of time would be allotted for reviewing these problems and determining a solution (kaizen). Ordercustompaper.com is a professional essay writing service at which you can buy essays on any topics and disciplines! All custom essays are written by professional writers! By bang the size of the rack, fewer unfit/undesirable products could be nonplus on the rack, this forced people to develop solutions as they worked on the product. Also in the behind of their head they realized that this leftover fewer room for hallucination and variation in products. They up to now applied this routine to the drinking water, if water is not in the rack, it is destroyed, there is no room for excess capacity (inventory).

Question 3. In what Rio Bravo IV operations would… If you want to raise up a full essay, order it on our website: Ordercustompaper.com

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Rio Bravo IV
Module 3|
Table of Contents
1. Executive Summary2
2. Leadership2
3. Supply Chain3
3.1.1 Team up with the next and final customer5
3.2. Customer Relationship Management7
3.2.1 Customer Relationship Management8
3.2.2 Total Quality Management:9
3.3. Product development & commercial Projects10
3.4. Demand Management and Capacity Planning12
3.5. Order Fulfilment13
4. The Balanced Scorecard15
5. Conclusion19
6. Bibliography20

1. Executive Summary
The authors present the case study analysis of Rio Bravo IV, and observed that not all the 16 principles of operation management have been applied. The partnership that was introduced in order to improve the product for their client brought some techniques into the organisation helped, however this was at an ad hoc fashion. Customer focus and customer needs where not understood entirely. The leadership of the organisation displayed poor communication, and a lack of measurement systems for processes. Initiatives such as customer relationship management, customer service management, order fulfilment, demand management and capacity planning would allow the organisation to manage the supply chain cross functionally.

The benefits of applying the above-mentioned techniques and principles would be customer satisfaction, customer retention and increased market share, which is in line with the overall company objective. The introduction of the balance scorecard will assist Rio Bravo IV in measuring benefits of strategic importance.

2. Leadership

The author’s opinion in the Rio Bravo case is the leadership has been formed on an ad hoc fashion. The selection of the team to start up the new production plant had very little experience in the operations field. The ad hoc fashion approach has filtered down throughout the organisation as all new processes and ideas are ad hoc with no formal procedures. The leadership team that has been put in place has poor…

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