Rubbertech Case Study

Research & Development: We will concentrate our existing product line into the Low End and Traditional segments. The traditional product will migrate to the Low End segment. The High product will migrate to the Traditional segment. During the early years we will migrate (gradually) our Performance and Size segment products to the Traditional segment. We can also introduce a new product to work in the Traditional market.

The root cause of Stamypor’s problems was an unstable value proposition (2, p85). DSM-NBD underestimated the value of a need analysis, which was evident from that fact that they skipped the first stage of the Stage-Gate process. This evaluation stage is used to ascertain the need for a new product (1, p9). The omission lead to uncertainties over Stamypor’s claimed ability to add value to the resin industry. Additionally, a significant portion of DSM’s budget was assigned to corporate R&D and not to NBD. Therefore, fundamental research was not involved in the Ideation stage of the Stage-Gate process (3, Figure 5.4). The fact that DSM-NBD went ahead with a sizable investment

However, as a new member with a new product, electronic product in North American market, the reputation is also an important attribute. Especially, quick delivery time is a key attribute for this company, due to the demand of quick delivery in all markets. Moreover, the manufacturing process of the new product, electronic product, on which our company will definitely focus, has a lot demands. Such as, technology, innovation and quick delivery time even the ability to make the product be the first one appearing in the market (other company, which is developing the same product, may become our competitive opponents). Especially, technology is predicted to play the most important role in the manufacturing process. On the other hand, the traditional cost system has a lot of limitations. Traditional costing system focuses on the cost reduction and the efficiency, particular the products with relatively few standardized components; Clifton, however, produces a wide range of airplane components. In addition, nonfinancial aspects of

The two manufacturers Ajinomoto (NutraSweet) and Tosoh Corporation (HSC) could compete, with quite same net income in 1985, but with two advantages for Tosoh: around $150 000M more assets value than its competitor and an important decrease in Ajinomoto’s net sales (thus in net income) in 1985.

Curled Metal Inc. (CMI) specializes in selling metal-based products to various markets. With over $55 million in annual sales (FY 2007, Exhibit A), they’ve managed to capture 80% of the automobile industry’s market share by developing and selling a highly specialized product, Slip Seal, designed just for auto manufacturers. They’ve seen a recent slip in sales (a loss of nearly 10% from 2006 to 2007, Exhibit 2), and the pressure is on them to diversify their product line and decrease dependence on the auto industry. They’ve recently developed a new product that aims to revolutionize the pile-driving industry. The introduction of the CMI Cushion

This large “make to order” manufacturer, offers numerous custom solutions that required myriad parts. With an outdated operations solution and no existing Bill of Materials (BOM) to efficiently plan for parts, many of which were exclusive to each manufacturing

Our key recommendation for the Greenlight company is to refrain from acquiring RubberUp, which stays in line with the philosophy of “Built at Greenlight for Greenlight.” Instead, we suggest that Greenlight focus on internal research and development towards a more sustainable tire process as well as on public relations to improve the company’s standing with the public.

In the year of 1966 two brothers by the names of Paul Van Doren and Jim Van Doren went in partners with Gordon Lee and Serge Delia to open business in Cali. They opened at 704 E. Broadway in Anaheim California on the 16th of March. The Van Doren Rubber Company was unique because it manufactured shoes on premises and sold them directly to the public. On the first morning they opened, March 16th, they sold to 12 customers who purchased their first ever pair of Vans. These first pairs were made the day of the order and picked up that evening. At this time the “Vans #44 Deck Shoes” now known as the “Authenics” were born. The name “House of Vans” was coined in the early 70’s by skateboarders with the sticky soles.

A Make-or-Buy Decision at Baxter Manufacturing Company Scenario Summary Baxter Manufacturing Company (BMC) is a leader in deep-drawn stampings. It has been in business since 1978 as a privately held company. The process for making these stampings is very involved and complex. BMC developed methods for efficiently producing large volumes of stampings while keeping their quality very high. BMC uses state of the art machines to make the stampings and they make all the tooling necessary for those machines. In the years since their founding, many changes have impacted the industry – especially when it comes to computer networks and software. In the 1980s many of BMC's customers went to Just In Time

Nypro, a world leading molded plastic maker, operates a global network to satisfy a worldwide demand of technologically progressive customers who became more demanding, in terms of better quality and shorter delivery time. Thus, NYPRO is faced with the challenge of coping with these issues. Gordon Lankton, president and majority owner, followed a strategy to develop superior technology based on large-scale jobs. Although the company is profitable, Lankton concern is, if the company grows stagnant, the best people would leave the company.

One of the raw materials important to this Roofing segment is sourced from a sole supplier. OC have long-term supply contracts for this material, and have no reason to believe that any availability issues will exist. The supply of asphalt, has been constricted at times. Although this has not caused an interruption of OC’s production in the past, prolonged asphalt shortages would restrict its ability to produce products in this business.

To increase its market share new product development is key – to attract new consumers & clients. A good P&R brand awareness strategy would require the improvement of brand & consumer engagement with past, current and future clients.

From the digitization of sales to the modernization of field sales teams, the industrial supply company is a fast-changing business. While technology is a great asset in the development of a customer base, digital technology cannot replace the hands-on experience of a trained tool tech. Mobile devices may be replacing cute colored brochures, but nothing can replace quality customer service. Web sites, digital brochures, and quick access to product information have changed the speed at which the industry operates, but without quality products backed by a reputable service team, order speed is just a faster way to frustration.

The case study talks about the problems faced by the Europe’s largest manufacturers of plastic household items, producing over 500 products in its French Factory.

In order to stay ahead of the curve in product development, it collaborates closely with government agencies and ministries to keep itself abreast of the latest development in rubber research technology. It has now earned itself a reputation of being a one-stop glove sourcing center offering an extensive and complete range