Lean Journey at C1

The Home Depot had faced issues that affected its performance. One of the issues was that its supply chain activities were too decentralized and, therefore, each Home Depot store was responsible for “ordering, replenishing, and managing inventory, which consumed as much as 60% of store labor” (Bond, 2015). Similarly, the company’s suppliers and vendors would deliver their products directly to the retail stores which led to having less customer-associate interaction. Also, the company realized that a structure that was too decentralized can lead to having less control over its activities, may drift away from the company’s vision and mission, and may also lead to fragmentation. Thus, the Home Depot sought to improve and enhance its customer experience in order to have a better shopping experience. Hence, the company decided that the best

As an employee of the company for over 13 years I have seen many changes in the business and supply chain strategies of this organization. There have been numerous and frequent changes in management all the way from the lower level of Trainmaster to a mid-management level of a Superintendent to upper level of Chief Operating Officer. The one constant during this time was the Chief Executive Officer of Michael Ward. In my time as a major in Supply Chain Management I have learned many useful techniques and strategies that will better integrate the business strategy with the supply chain strategy that will enhance profitability, shareholder value and employee satisfaction. Having additional

“Lean is a systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the **product at the pull of the customer in pursuit of perfection.” Lockwood [24].

Chern’s also has a history of promoting from within, thus viewing employees as long term investments. With the autonomous nature of each store, the company must put a certain amount of stock in the acceptance of other ideas and best practices. Knowing this, and wanting to maintain the culture that has built their success thus far, the staffing strategy starts to come into a clearer objective and focus. The HR Strategy and challenge to acquire, develop, and retain an employee base that has long term career goal and is diverse based upon the demographics of each of the markets that the corporations has stores located. The Staffing Strategy to recruit and hire based upon the model of looking for employees that will be invested with the company on a long term basis and diverse based upon the various market demographics, will require at minimum some form of centralized HR administration to oversee the corporate objective, legal compliance, retention of top performers and mentoring at all levels within the organization. All of this to be done naturally while holding a high ethical standard and treatment of its employees on a fair and consistent basis.

This issue for case study 1-6 is brought to us by Steve Nelson and the company of the Gregg’s Appliances, Inc. The HH Gregg Company was founded on April 15, 1955 in Indianapolis by Henry Harold Gregg and his wife. The initial store was an 800 square feet appliance showroom and office. Since then the company has expanded and with that expansion the company needed more and more information technology in order to harness the power of the information they had acquired. But in 2006 the current CIO, Steve Nelson, was facing a deadline. The deadline was the HP, which was Gregg’s principal information technology vendor, has chosen to discontinue support for its line of HP 300 mainframe processors. Gregg’s relied

In this portion of my case analysis, I will be showing ways for suggested solutions in order to help improve the situation at the Engstrom Auto Mirror Plant. I will be showing ways in which organizational improvement outcomes can directly help remedy some of the issues and recommend strategic actions that would lead the organization in a proactive production workforce. The recommendations are creating committees, rework how the Scanlon Plan bonus works, create or use their marketing and sales department to the full capacity, and to help empower the workforce work to achieve Corporate Social Responsibility. (CSR)

Some of the areas that get affected by global economic circumstances include investment, access to supplies, compensation of employees, hiring of employees, operations, social issues, labor practices, output, marketing, and expansion to new markets. This paper examines the impact of the current global economic and financial conditions on staffing, compensation, operations management, social issues, and labor practices of Costco. The business reality is that the current global economic and financial conditions have not led to cuts in compensation of employees and the slimming down of some of Costco’s outlets as it is the case with other stores such as Wal-Mart. Hiring has also not stalled and labor practices are now being carefully observed to minimize litigation costs. Additionally, contentious cultural and social issues are steered clear of as a way of avoiding any disturbances to an already unpredictable business climate. Costco’s operations management has assumed a leaner outlook with emphasis on quality services from smaller workforces.

After researching the backgrounds and company profiles of Costco Wholesale and Macy’s, I learned about their current products and services as well as an analysis of their strengths, weaknesses, threats, and opportunities. I utilized resources that included each company’s corporate websites, company profiles and SWOT analyses from electronic databases, and other reputable online sources. This information, which will be synthesized within the rest of this paper, has better allowed me to make a decision over which company is right for me. Between the two companies, I have found that ???? meets my needs more so than ??? as an ideal workplace. However, neither of the companies meet a

Thesis statement: In every organization there are systems or patterns of values, symbols, rituals, myths, and practices that have evolved over time. These shared values determine to large degree what employees see and how they respond to their world. How an organization determines the demand for employees is a result of demand for the organization’s products or services. How Northrop Grumman satisfies these goals and demands shall be analyzed.

This case study gathered information from individuals spanning almost all business areas in DFES and relevant external parties. The information gathered also represents individuals from various ranks within DFES. The research for this case study was intended to cover as many different perspectives as possible. To facilitate honest and detailed interviews, participants have not been identified in this case study.

CVS Caremark established 1963, has been expanding every year since their inception. With over 7,000 retail locations they face many human resources challenges. It essential for CVS to understand what HR challenges they face to make informed decisions; beneficial to the company stakeholders and employees. Hr decisions affect not only the employee’s but the company’s social opt squat. These resolutions include recruitment of highly skilled workers, company policies, labor relations, training and diversity, management of multiple locations, global business environments, employee compensation and benefits,

Delivery Quality and Value- I chose this chapter because it as the re-bid for our contract draws near, our best defense is our clients perception of our quality. “Execution” covers in detail the Six Sigma quality assurance five step solution, which includes the following steps; define, measure, analyze, improve, and control. Currently our organization does have procedures put into place with our Internal Review Process that does indeed assure we meet the Six Sigma statistic. The most important part of this chapter discussed lean method for our clients. The lean method involves identifying what our clients truly value. As our re-bid gets closer we should really re-evaluate our processes to assure that our client still sees them as valuable. Do our clients really think all of our fifty plus deliverables are valuable? If not then we should suggest that we rid ourselves of them and focus on the ones that really do create value. Our managers should always be reaching out to the client trying to focus on the details that are most important and letting the things that they do not see meaningful go away.

KL’s leadership team desired a future state in which they would leverage their core competencies to beat Caterpillar and other competitors on every front (Bartlett, 1988, p. 14). Specifically, their strategic intent was based on being a leader in customer satisfaction which was a result of cost and quality leadership (Bartlett, 1988, p. 12). “Vertical integration” was implemented in production because the organization understood that they “must start with good raw material if” they wanted “to manufacturer good machines” (Bartlett, 1988, p. 12). TQC was a measure which would help the brand increase customer satisfaction (Bartlett, 1988, p. 12). KL saw TQC as a force which mitigated issues with personnel, manufacturing, “dealers and suppliers” it was utilized within all departments to better the organization as a whole (Bartlett, 1988, p. 12). KL’s was awarded

The case takes a gander at how the organization attempted to streamline cramped stockrooms and how it resuscitated its conveyance methodology utilizing mechanization innovation. The case likewise highlights the advantages of aggregate store network change for PepsiCo. This case can be utilized by MBA/MS understudies considering Operations Management as part their educational modules.

Part 1 Lean Quality Theory and Quality Theory In the modern organizational environment, sometimes issues are so complex that a small change in design, manufacturing, or control can impact the organization dramatically. Lean quality theory, sometimes called "flexible" theory or "flexible" manufacturing, attempts to improve quality, customer service, and cost savings by taking all parts of the process, using them interdependently, and then combined for the best results. It uses highly trained (to the nth level) employees at every step of the process, incorporates the most modern and efficient uses of technology, and requires a clear change in organization systems and culture that focus on employee participation and accountability and a robust effort to focus upon the customer. The process is continually evolving, and employees and management alike are trained to attack waste and inefficiency; there is always room for improvement. Quality theory is more generic it uses theory as a process management improvement method that works to improve the quality or service of the product. It is a methodology that tends to operate on a variety of levels, depending on that theory. Six Sigma, for instance, is problem focused and focuses on reducing variation; the Theory of Constraints tries to manage constraints at each step of the process; while lean thinking is flow focused and focuses on removing waste (Daft, 2008, 262-5; Nave, 2002).