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).

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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