Thursday, April 4, 2013

Z Glass.

Company Situation:

Due to the slower growth in TV in the 1969-1972 periods coincided with reduced profitability in other consumer products as cists for take and basic materials escalated sharply. These developments resulted in weaker corporate financial performance and prompted a reevaluation of the companys basic direction. These deliberations created a reemphasis of the technical competence of the company in new product development and a focus on process excellence and productiveness. A major step in the new approach to operations and production was the establishment of M& ampere;E at the corporate level. These re institution brought unneurotic provide specialists in processes, systems, and equipment under the direction of Leibson, who was promoted from director of manufacturing at the TV Division to a corporate vice president.

The M&E group participated in the transfer of products from R&D to production. After laboratory development and picture testing, new products were assigned to an M&E products team up that designed any new equipment required, and engineered and implemented the new process. In many respects, M&E product teams served as mediators and translators, their primary task was to establish credibility with the R&D group and with the manufacturing people in the operating division.

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In July 1977, the yields and productivity of the Z-Glass process began a long decline, and the entire plant organization was working overtime trying to correct the problem. In declination 1977, a team of engineers from the corporate manufacturing and engineering (M&E) staff were assigned to the plant; the groups charter was to focus on long process improvement while the line organization heavy on day-to-day operations.

Eric Davidson was assigned to be the leader of the M&E project team at Harrisburg. He found that project had not gone well, and he knew that his team members were discouraged. The technical problems they faced were difficult...

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