EG & G Rotron Case Summary

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A large manufacturing company whose customers were the Department of Energy and the Department of Defense, EG&G Rotron was successfully maintaining growth potential and managing business operations accurately. Recently however, right when things were on the right track and moving smoothly according to Scott Miller, Plant Four manager, a problem erupted and it was not good. The company Airdex, a relatively new customer in Rotron’s transportation products business expected delivery on their order for Tuesday but for Rotron that meant shipping them on Monday. The housings were the components that had to be shipped and they arrived on the last possible day for the completion of the order to be made for Rotron. The best way to solve the problem …show more content…
Steve Stewart began making changes in extending the cells in the plant and introducing it into the assembly area. Any workflow or overtime throughout the cells has changed, winding and assembly had become the focus on low volume products and product lines. It was estimated to take up to a year to fully get comfortable with the new layout of production. Supply chain distribution requires effective warehousing operations. Implementing supply chain management begins with the manufacturing integrating internal processes first. Rotron clearly was focused on this issued and waited until there were problems and concerns before they handled the situation. After, the company must try to integrate the external suppliers and external distributors. They need to evaluate the performance of its supply chain more than the quality and other measures that reflect the objective of the supply chains being used. If you want to advance into the next level of supply chain management within the plants then consider a more strategic and integrated approach within the plants because a longer supply chain can cause a velocity to decrease. Plant One used this by posting daily and weekly performance charts at each cell. The charts recorded productivity, rework, and customer returns. Workers were fully trained and the people were responsible for monitoring and recording their own daily performance. The downfall of workers monitoring and recording their own performance is that if they made mistakes would they really want to record it knowing possibility of getting in trouble or losing their position. This kind of responsibility should not be in the workers own hands but in a supervisory position to insure an accurate performance measure. When look back on JIT we know it is the most important resource for a company. It success relies

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