Titeflex Essay

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MODULE 3 Organisational Quality and Performance Management Case Study: Titeflex Corporation Question 1: Develop an Operations strategy for Jon Simpson and his colleagues at Titeflex. To what extent is your operations strategy also a business strategy? Market Segments: 1. Aerospace - 50% Three companies have 90% of market share. Titeflex has 25% of the market. Very specialised segment and varying products (44 processes) Customers considering leaving to the competition. 2. Industrial - 30% Minor player in low cost segment. Good competitor in top end hoses. Timely and quick response crucial. 3. Automotive - 20% Variety was small, price competition intense. Deliveries crucial and overstock not tolerated by customer. Expected to grow the most Problems * Although they operate in 3 market segments they manufacture in one: High end customised products are manufactured alongside standard units. * Labour problems caused by paying staff on a piece work basis thus they would rather work on certain items. * Bottle necks are evident at the “handful of very expensive machines” * Meetings on meetings * 100 000 different products * Deliveries are late * Simpson was stressed , personal and work related * Had spent money on MIS system but not changed Organization and process * Large stock holding * No cross departmental communication, matrix * Large amounts of rework look at why it has to be reworked than checking. * “Sales action “groups Process from order to deliver Receive and process order Engineering drawings INSP Manufacture Hose Manufacture Fitting Outsourced INSP INSP INSP Assembly INSP Deliver TO DO * Looking at the flow diagram there are numerous inspection points that send +-25% of work back. They are addressing quality but not at the source, Why is there

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