Case Study Scotts Miracle-Gro Essay

1367 Words Nov 20th, 2012 6 Pages
Case Name Scotts Miracle-Gro
The Scotts Company has been around since 1868. Ever since, they have been supplying many families with weed-free seeds. Throughout the years, Scotts has distributed many supplies such as fertilizers, seeds, soil, spreaders, and more. They were the first to introduce Turf Builder and they began spreader business with drop spreaders (Scotts Miracle-Gro). The company started expanding with mail order distribution channel, then to retail channel distribution. Miracle-Gro was founded in 1951, where all productions were outsourced with no internal production. When both companies united in 1995, Scotts Miracle-Gro became the number one company. It is one of the largest lawn and garden industry in North America. Also,
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The company has over 190 line workers over lean management techniques, which have improved the workforce to have better projects. The plant has built a general manufacturing skill (Scotts Miracle-Gro). By having those skills, it has helped the company in important process innovations. One of these innovations was the development of new hand spreader assembly process. Instead of using six people to put a product together, like before, it now takes four persons to do the job. Even though the company has had great improvements Bod, is still looking for greater cost reductions.
The Temecula plant also had the ability of doing “in-mold labeling.” The “in-mold labeling”, mainly, allowed them to put their label on the spreaders hopper so it wouldn’t fade, scratch, or peel over time. This new method took place of the older method, “Hot stamping of the labels”, which was low in quality resulted the labels to fade and peel. But, some were opposed and believed that this had no value, in the end, customer. However, the in-molding was the key that was used to write messages on the spreader to drive higher fertilizer and seed usage. Bod ensured those working in the plant would not be fired, because he strongly believes his team having such manufacturing skills improved the product and process innovation and such skills should be kept. Instead of firing those skilled, workers they

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