You have just been hired as the senior vice president of ZZZ Global Computers in the United States of America. The once extremely profitable electronics company has not done well in the areas of operational executions in the past two years. Hence, that is why you were hired to initiate changes that will bring back glory days to the company. The members of the board of directors have highlighted some challenges facing the company (below), and they want you to present to them in 20 to 25 PowerPoint slides, accompanied with detailed speaker’s notes. They want you to show how you will implement strategies that will reverse these downward spiraling issues.   1. The technology and software used throughout company locations are not compatible due to aggressive acquisitions and mergers initiated by the company in the past 3 years. 2. ZZZ Global Computers’ costs of producing the computer products are the highest within the industry. 3. There has been rapid turnover of key employees in the past 9 months. 4. Customers are constantly cancelling new orders because the company’s execution processes are not currently meeting customer delivery demands and requests. 5. Most of the projects that were initiated to improve the company’s performance experienced failure because of a lack of project management skills. Recently, ZZZ lost its biggest customer in Europe because of an inability to apply risk management techniques, project management planning, work breakdown structures, diagramming of networks, effective schedule development, and execution of the agreed schedules. 6. The customer contact and issue resolution process is very convoluted and employees find themselves lost in the process while trying to resolve customer issues and complaints. 7. The company is using job process, small batch, large batch, line process, and hybrid cell manufacturing strategies; however ZZZ is not efficient in any of these manufacturing processes. 8. The manufacturing layouts in some of the recently acquired companies are not effectively designed and most of the production operations are not efficiently coordinated. 9. The documentation process is manually completed by 17 full-time employees and this groups is about 3 months behind schedule. 10. The workforce is not adaptable or flexible; they specialize in only one or two operations. 11. There are no performance metrics to show internal stakeholders how they are performing. 12. In the past 12 months, the rate of laptop returns has been alarming to the company because these computers did not meet quality standards specified by distributors, retailers, and vendors. Furthermore, there is a demand for these computers, and ZZZ Global Computers is behind on delivering its global monthly commitments of 10,800 to 12,000 computers each month. 13. In the last 12 months, the company has accelerated outsourcing some of the components used in the computers. Below are the numbers of units returned in the past eleven months:  · June: 802 out of 11,333 shipped · July: 733 out of 12,021 shipped · August: 689 out of 11,110 shipped · September: 1045 out of  9,886 shipped · October: 458 out of 11,301 shipped · November: 693 out of 12,301 shipped · December: 798 out of 12,564 shipped · January: 699 out of 13,411 shipped · February: 587 out of 10,531 shipped · March: 901 out of 9,554 shipped · April: 803 out of 10,335 shipped 1. Use the Fishbone Cause-and-Effect Diagram to illustrate the possible causes of the quality issues. 2. Categorize the issues noted above using one or more Pareto Chart to explain the high number of returned units. 3. Provide an example of a Control Chart accompanied by your recommendations for why it is a valuable quality tool. 4. Some of the manufacturing sites are underutilized while others have maximized their capacities and are still behind on customers’ orders. 5. Most manufacturing delays are caused by lack of stock in the right kinds of components. Additionally, economic order quantities are not used and periodic cycle counts have not been conducted in the past 5 years. 6. Common parts are not shared among organizations as most sites operate independent of each other. Purchasing does not utilize economies of scale when ordering computer components. 7. The supply chain is not responsive and efficient to the needs of the company, wholesalers, retailers, and individual customers. 8. Because of the recent complaints from customers in Africa and Asia on delayed deliveries, the company is looking at opening manufacturing locations in Africa (Nigeria, South Africa, or Kenya) or Asia (India, China, or Singapore). Use the CIA-World Fact Book at the following link https://www.cia.gov/library/publications/the-world-factbook/geos/pp.html to familiarize yourself with these countries and select the ones in which you would locate two new manufacturing sites. Provide your rationale. 9. Explain how you would use geographical information systems, the factor-rating method, transportation models, political and cultural lifestyles, labor talents, economic issues, exchange rates, and currency risk in locating two new manufacturing sites in Africa and Asia. 10. Finally, the average forecast error for all the components is 29%, and expediting cost for components to meet customer orders has increased from 8.4% to 33% in the past 12 months.  What would you do to improve these situations? · Your PowerPoint presentation should include 20 to 25 slides. · The speaker’s notes for each PowerPoint slide must have at least 50 to 100 words either in bullet formats or in paragraphs.
May 28, 2022
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