Titeflex

MODULE 3 Organisational Quality and Performance Management slip plain: Titeflex Corporation Question 1:Develop an operations strategy for Jon Simpson and his colleagues at Titeflex. To what extent is your operations strategy to a fault a line of reasoning strategy? Market Segments: 1. Aerospace - 50% Three companies have 90% of commercialize sh be. Titeflex has 25% of the market. truly specialised segment and vary products (44 processes) Customers considering leaving to the competition. 2. Industrial - 30% Minor player in low cost segment. unplayful competitor in squeeze hold back hoses. incidentally and quick response crucial. 3. Automotive - 20% Variety was small, terms competition intense. yieldies crucial and overstock not tolerated by customer. expect to grow the most Problems * Although they operate in 3 market segments they manufacture in one: High end customised products argon manufactured alongside standard units. * Labour pr oblems caused by remunerative staff on a piece recreate ground thus they would rather work on definite items.

* nursing bottle necks ar evident at the handful of rattling big-ticket(prenominal) machines * Meetings on meetings * 100 000 different products * Deliveries are late * Simpson was sick , personal and work related * Had spent money on MIS arrangement but not changed Organization and process * bad 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 give to deliver go and process guild Engineering drawings INSP perform HoseManufacture! FittingOutsourced INSPINSP 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 on that point errors in the manufacturing? circumstance 14 of the 16 Principles * Processes should be grouped. Item 6...If you want to get a full essay, order it on our website: OrderEssay.net

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