Transformation of Matsushita Electric Industrial Co., Ltd 2005

Problem Identification - The most critical issues involved in managing and implementing the changes at the Jackson plant include a new plant, new methods and processes, and changed relationships. The new plant will also have the inherent vagaries of starting up new equipment and the associated learning curve for the operators. If this learning curve is not addressed aggressively, any expected gains in productivity could be lost. I would suggest the creation of plant simulators and a requirement that all operations employees be trained on the new operation. The new methods, processes and materials could pose a problem for operations. The old plant has been running for many years and there is a wealth of experience within the operators. Most of the work force has “grown up” in that plant and may be resistant to change. If the workforce feels that the new methods and processes are too cumbersome, they may try to circumvent the new methods and revert to the old methods. This would negate the reason for building the

Due to the recent economy situation and ever challenging business environment, for the whole of last year, the company recorded cost hike and sales decline. This has impacted the bottom line (profitability) of the company. The top management sees that urgent action plans need to be put in place for continuous survival of the company.

B. Explain how a specific schedule of reinforcement could be used to strengthen John’s plan.

14. After conducting STP analysis for her custom auto parts store and developing strategies for each of the four Ps, Monique now has to make _____________ decisions.

IV. Identify problems and solutions with your plan (develop it) and also your aims and objectives:

Suggest key actions that management should take in order to confront these circumstances. Provide a rationale for your response. (Hint: Your firm’s price must cover average variable costs in the short run and average total costs in the long run to continue operations.)

In their case study, Bohmer and Ferlins (2008) presented the transformational change that occurred at Virginia Mason Medical Center (VMMC) since adopting the Toyota Production System (TPS) and tailoring it to create the Virginia Mason Production System (VPMS). The authors followed a structured way of presenting the case by outlining the need for change at VMMC, the strategy that Kaplan followed to transform VMMC, and the results achieved due to this change.

MGI should look for a neutral third party leader with plenty of industry expertise and teamwork leadership skills in the long run. Dana had commented, “We need one more person to make the whole thing work: someone with seniority and a deep knowledge of the market…”[23] . The team members were in

The best alternative from the above is to adopt the strategy of focusing on the process (1st alternative). This can be achieved by the proposed care path. Most of the operational issues under Key issues

7. How should Robin implement the recommended plan? What action steps will need to be taken to make the recommended strategy work successfully?

These profits can be achieved through tracking consumer needs and maintaining efficiency within the value chain.

b. The second recommendation would be the implementation of a formal strategic management plan that consists of SWOT analysis, strategy formulation, implantation, and evaluation and control in conjunction with progressing to a planning mode. The planning consists of systematic information gathering, strategy generation and alternatives and has been proven to be more analytical, less political, and more suited for addressing complex, changing environments such as theirs (Wheelen & Hunger, 2006, p. 21).

a. How can the company's value-chain activities be better linked to create value for the

* Management needs to be transparent and make sure to communicate with employees, especially when the organizations is making

5. How can we deliver the value of the new product to meet our customer expectation