Conception Based Partial Encryption

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Esterline Technologies: Lean Manufacturing Case Study Tiye Cort, Robert Morris, Evelyn Ozburn, Braulio Soto, Key Facts: Characters: Robert Cremin- Chairman, President and Chief Executive Officer of Esterline Technologies Tom Heine- Director of Organizational Effectiveness Frank Houston- Corporate Group Vice President Richard Schonberger- expert on world class manufacturing and lean methods Michael Taylor- Senior Production manager Gary Dytrt- Korry president Cary Gammon- Korry lean staff member Allison Eiford- Korry lean staff member Annette O’Neal- manager of Korry’s Customer Service department Partners: Boeing Airbus Financial Performance: - 2004, revenues of $614 million, and income from continuing operations of $29 million - Closed 2005 with revenues of $835 million and income from continuing operations of $51 million - In 2006, revenues were expected to exceed $1 billion Timeline of the Case: 1976-2006 Issues Conflicts 1. To simplify systems so they don’t need to be tracked with complicated IT systems. 2. Using flat panel screens for schedule display: - Implied “big brother is watching” - Gave employees a sense that they would never be finished - Imposed a sense of measurement anxiety for operators 3. Implementing lean manufacturing into fabrication Central Problem Interface Standardization: Different clients had various ways of communicating with the company for orders, but since Esterline was becoming the best in its industry, they are trying to mandate a standard interface method for consistency. Analysis: In 1995, Esterline was a multi-industry company with $350 million in revenues. Becoming CEO in 1999, Cremin and his corporate team brought down the company’s focus to key industries and technologies. The 30 new acquirements made between 1999 and 2005 strengthen Esterline’s targeted market-product

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