This case describes problems with constructing cellular towers which would cause dysfunction of the company and inability to meet the turn-on deadline. Erik Peterson was not that effective in managing and leading his team which is shown by negative relations among team members and miscommunication was present between him and the rest of the team. There was no mutual trust and there was a lack of motivation among team members. One thing that slowed Erik down was his lack of experience in the cellular industry. Without the knowledge about how specific industry works, it is very hard to manage and lead the team to progress and be successful.
Case Study: Zing PC 1. What are the Major Problems facing ZingPC? * Losing the market share Zing PC is losing its market share because of Push strategy failing to comply specific customer needs. * Dysfunctional Logistics Dysfunctional Logistics occurs because there is no 3PL (third party Logistics Contractor) for inventory / supply and order deliveries to the customer, hence overloading company resources / expertise. * Lack of inventory Management Lack of inventory management and standardized parts not being used in manufacturing, due to unrelated inventory procurement of Zing PC.
This happens more often than not, because the local ITT Tech campus is understaffed and is attempting to continue to offer classes as advertised . This is not to say that these instructors are all uneducated in other fields, but are not qualified to teach a specific course requested of them as a “fill in”. Some instructors do not realize the potential damage of their actions, but instead see only the monetary compensation for their time. This leaves students frustrated with the lack of useful information learned and bitter for having their time and money wasted because of the poor management of ITT Tech . In closing, ITT Technical Institute is clouding Information Technology field with unqualified graduates by giving students a false sense of security, burying students in debt, and hindering the learning potential of students by employing instructors who are often unqualified to teach the curriculum.
Key Issues:- Although Thembeka has set up a good business in the field of jewellery but their some challenges that company were facing during their supply chain. Vonkel has to consider all those challenges before expanding their business. Following are the issues of Thembeka that they were facing:- 1. They were unable to locate the stock efficiently from their inventory which resulted in frequent stock out during the peak demand periods. In this case their inventory is placed in various outlets.
Q1) What are the roots of Jamba Juices problems? As Jamba Juice transitioned to the different positions, it was not able to mobilize an efficient value chain to capture the value created. Primary activities are not linked aligned: * Operations: * lack of operation excellence – managers found it difficult to manage a 700 store system: (See exhibit A for analysis of costs as a percentage of sales, operating expense is 35% of sales and has stayed constant) * Outdated stores * Lack of free cash flow * Marketing & Sales: * lack of targeted product specific marketing * Lack of innovation – menu not being regularly updated Secondary activates are not aligned: * Firm infrastructure * Business model based on company-owned stores * No support provided for potential franchise owners * Technology: * No IT infrastructure to consistently review/understand performance at individual store or overall company level * Procurement: * Lack of a robust supply chain – sensitive to raw material price volatility (costs of goods sold as a percentage of sales increased from 2007 to 2008 (Exhibit A)) Other factors that have contributed to Jamba Juice’s problems: * Rapid uncontrolled expansion * Lack of barriers to entry * Market is fragmented Q2 & Q3) Which of the strategic options should White undertake? How should he sequence them? Immediately: * Engage with suppliers to optimize inbound logistics to reduce costs * Close unprofitable stores * Incentivize current managers for increasing the operation margin of their stores Short-term: * Transition the culture of the company: hire new executives (who have experience with a franchise model) in key strategic roles * Transform to a franchise based business model – sell franchise to small propriety operators: this
There are not enough regulations and monitoring system for the daily accounting activities. For instance, management and auditors spend very little time reviewing the insignificance of petty cash account. So the five elements of internal control is not work well in this company. The control environment was not effective; there was no effective risk management, which helped the company to realize its objectives; control activities and monitoring are lack. Moreover, the CEO is ultimately responsible for the internal control who assumes primary responsibility for the system of internal control.
Inventory, quality, vendors, management, and the workforce were all inefficient in the current operations. Various improvements were needed to create a lean operation, starting with buy-in from the managers. Henry Malone, manager of shop operations for thermocouple manufacturing, did not have a positive view of JIT. The facility did not have an integrated system to track inventory and viewed the shop’s floors a “no man’s land” due to goods disappearing after leaving the stockroom. Other issues included setup times and incentive programs.
Both sides lack important information about each other and the learning process is slow and tedious. Culture, work styles, and language barriers are the primary causes for issues. The plant is lacking decision makers which are critical for the plant to operate efficiently and effectively. The management problem is further compounded by problems with the plant performance. The Beijing factory severely lacks any resemblance of an information system and suffers from a hodgepodge of machines that complicates the production system.
Packard Electrical had previously experienced excellent results in the United States based on their traditional operational processes but had failed to impress in the overseas market, serving a different type of customer. This is due to a number of systemic problems in the customer serving processes inherent in the Rio Bravo plant operations. These problems are highlighted in the report and are: • A lack of proper planning led to the mismatch of resources, which includes human talent, infrastructure; • • • • Careless planning and poor execution of processes; A lack of customer focus; Poor communication across the supply chain; Misalignment in philosophies and value systems between Packard Electrical and NUMMI; • • Lack of a change management system and A dearth of continuous improvement The primary causes of the above stated problems were a lack of lack of proper strategic planning on behalf of Packard Electric’s management team. There was also a lack of planning in the design and development of the plant taking into account the demanding customer requirements. There are also appeared to be a lack of understanding of the exact customer requirements and how to deliver the exepcted quality.
In their study, Cassell et al. (2001) found that few of the owners/managers of SMEs do not believe in the appropriateness and potential of benchmarking because the expected outcomes are not immediate and considerable time and resources are needed for completion of the activity. The survey conducted by Adebanjo et al. (2010) in both LEs and SMEs context reported that the organizations do not use benchmarking due to lack of resources, unavailability of suitable benchmarking partners, lack of understanding and technical knowledge of benchmarking activity, high cost and time duration, inability to assess the benefits of benchmarking, lack of top management interest and support. Panwar et al.