...Part 1: Executive Summary Brent Cartier Manager for Special Projects in the Materials Department Hewlett-Packard (HP) Company December 15, 20XX I. Process Elements/Table of Content (Part 2) Part 1 Executive Summary Part 2 Table of Contents I. Issue with Impact Analysis Part 3 Immediate Issues Part 4 Systemic Issues II. Environmental and Root Cause Analysis Part 5 Qualitative Analysis Part 6 Quantitative Analysis III. Alternatives Part 7 Alternatives IV. List Recommendations Part 8 Recommendations V. Implementation Part 9 Recommendations Implementation Plan VI. Monitor and Control Part 10 Monitor and Control Part 11 Conclusion & Management Plan Part 3: Immediate Issue Hp’s distribution centers have been filled with pallets of the DeskJet printer. However the Europe is still claiming the inventory levels there needed to be raised. The Vancouver top management insists that HP is just going to meet customer needs with fewer inventories. Our immediate issue: 1. Too much inventory are in the DeskJet supply chain 2. European and Asian DCs cannot meet delivery requirement 3. Vancouver Division couldn't build the right products in the right quantities. Part 4: Systemic Issues 1.DCs operate system: Timing: Long Term Nature: Strategic In order to match Vancouver’s pull production system, DCs operate system need to be updated to a pull system as well. Now DCs performance measures are LIFR (Line Item Fill Rate) and OFR (Order Fill...
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...Department of HP Vancouver Division. Bob Foucoult, production manager. Dr. Billy, inventory expert from Corporate HP. Laura Rock, an industrial engineer. Jim Bailey, the planning supervisor. Jose Fernandez, the purchasing supervisor. Kay Johnson, the traffic department supervisor. HP company was founded in 1939 by William Hewlett and David Packard. During 1980s HP and Canon separately pioneered inkjet technology at their respective corporate laboratories. HP led the inkjet market in the US, while Canon led the market in Japan. European competitors included Epson, Manisman-Tally, Siemens’ and Olivetti. Inkjet printers were rapidly becoming commodity products. The end customer, choosing between two inkjet printers of equal speed and print quality, increasingly used general business criteria such as cost, reliability, quality and availability to decide. Product loyalty continued to decrease. In Vancouver Division, the manufacturing organization realized early on that a fast, high-volume process would be required for success in the printer market. With the current(1979) 8-12 week cycle time and 3.5 months of inventory, it would be doomed to fail. From 1982, Vancouver Division had converted the factory to stockless production and had reduced inventory from 3.5 months to 0.9 months, with a drastic reduction in cycle time. The network of suppliers, manufacturing sites, distribution centers(DCs), dealers and customers for the DeskJet product comprised the DeskJet supply chain. Manufacturing...
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...1. SITUATIONAL ANALYSIS Market & the Product Hewlett-Packard (HP) Company was founded in 1939 with headquarters at Palo Alta, California. The Peripherals Group was the 2nd largest of HP’s 6 product groups. Its revenues during 1990 stood at $4.1 billion. The Peripherals Group had set technological standards in inkjet printers. This was mainly due to the sale of HP DeskJet printers. The Vancouver division located in Washington was established in 1979. HP consolidated designing and manufacturing of its inkjet printers to its Vancouver site. The inkjet printer market was characterized by its competitiveness and rapidly expanding nature especially in Europe. Value Chain Manufacturing was based out of a single unit located in Vancouver. There are two main stages in the manufacturing process, PCAT (Printed circuit assembly and test) and FAT (Final Assembly and Test). Production was based on Kanban concept. Production unit did not carry inventory but functioned only to replenish stocks at Distribution centers. Supply variability was minimal due to Kanban and safety stocks. Stocks produced at the Vanucouver unit were shipped to distribution centers in North America, Europe and Asia Pacific. The entire supply chain process involved 1 week of factory cycle time. For transportation to places within the US, it took an additional day whereas for orders outside the US (Europe and Asia), there was additional 4-5 weeks due to ocean transit and time to clear customs and duties...
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...Answer: 1. In order to calculate the yearly investment in DeskJet printers, we calculate the yearly investment of the printers separately and then add them together to get the total yearly cost. There are 6 versions of the printers, which are A, AA, AB, AQ, AU, AY. The total factory throughput time through the PCAT and FAT stages is about one week. The transportation time from Vancouver to the European DC is five weeks. The plant sends a weekly shipment of printers to Europe. Therefore, the lead time is L=1+5=6 weeks and review time T=1 week. Based on the data in Exhibit 13.14 in the textbook, we use Excel to calculate the average monthly demand (mean) and the standard deviation for each version of the printers (Exhibit 1). In order to calculate the standard deviation of demand over the review and the lead time, we use the formula below: σT+L=√((T+L)) σ2d Therefore, we can get σT+L for each version, which are listed in the exhibit 2. 1. Develop an inventory model for managing the DeskJet printers in Europe assuming that the Vancouver plant continues to produce the six models sold in Europe. Using the data in Exhibit 17.13, apply your model and calculate the expected yearly investment in DeskJet printer inventory in the Europe DC. Answer: 1. In order to calculate the yearly investment in DeskJet printers, we calculate the yearly investment of the printers separately and then add them together to get the total yearly cost. There are 6 versions of the printers...
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...Hewlett-Packard’s Deskjet Printer Supply Chain Cases (A) & (B) Discussion Guide & Answers Ranjan Ghosh | HP’S DESKJET | Industry characteristics: competitive, fast growing, exploding in Europe, changing distribution channel, rapid technological advances. Product characteristics: quite, medium price, high print quality, leading technology, commodity–like, lighter and smaller, reasonable speed. Supply chain characteristics: centralized manufacturing, DCs fulfilling pure distribution functions, bulky products resulting in long ocean transit, lean manufacturing shifts inventory burden to DCs. | Inventory-Service Crisis | What crisis: inventory imbalance, i.e., some product options having excess inventory while some others have shortages. What caused it: ( many product options due to geography, ( long DC replenishment lead time, ( highly uncertain market, ( inflexible design : not easy to rework one option to make it into another, ( out of control inventory system, ( uncoordinated functional interests (manufacturing, distribution, marketing, engineering ) | Curse of Product Variety ...
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...CASE REPORT | Hewlett-Packard Company | Desktop Printer Supply Chain | | | | | SUBMITTED BY Allada Prasanth (1211087) Ishan Puri (1211100) Manish Pathak (1211113) Priyanka singh(1211126) Sarang Bhawre (1211139) Tarun Gopalkrishnan(1211152) INTRODUCTION: Hewlett-Packard (HP) Company was founded in 1939 with headquarters at Palo Alta, California. It grew steadily over the next fifty years, diversifying from its base in electronic test and measurement equipment into computers and peripherals products which now dominated their sales. The Peripherals Group was the second largest of HP’s six product groups, with 1990 revenue of $4.1 billion. The Peripherals Group had set technological standards such as disposable heads in inkjet printers. This report is with reference to the DeskJet Printer division of HP. HP DeskJet printers’ value chain comprised of four nodes (a) Suppliers (b) Manufacturing (c) Distribution centers and (d) Dealers. There were two key stages in the manufacturing process as shown below in the figure: 1. PCAT – printed circuit assembly and test 2. FAT – final assembly and test Figure 1. The Vancouver Supply Chain Manufacturing was based out of a single unit located in Vancouver (USA). Production unit maintained adequate safety stocks for raw materials. Production was based on Kanban concept. Production unit did not carry inventory and functioned on made to order scheme to replenish stocks at Distribution centers. Supply variability...
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...new at Hewlett-Packard (HP). (See: HP’s “Six-Pack” for a summary of DfSC.) For more than ten years the company has evaluated the supply chain impacts of design decisions. Indeed, two early examples—DeskJet localization and LaserJet universality—are described in a wellregarded Harvard Business Review article and in widely used academic case studies. 1 What is new is the innovation that has allowed HP to deploy DfSC in a systematic, repeatable, and broad-based way to hundreds of product development teams and thousands of engineers across the company. A unified set of technologies, methods, training, and infrastructure have been implemented to enable rapid and effective DfSC decision-making. “Over the past 3 years DfSC has been broadly adopted by all HP’s Business Groups and Regions. In addition, there have been over 50 individual projects undertaken in collaboration with engineering, marketing, supply chain and finance teams. Savings directly attributable to these programs has exceeded $200 million/year and are expected to reach the $1 billion mark in 2006.” - Dick Conrad, Senior Vice President, HP Global Operations Supply Chain 1 Edward Feitzinger and Hau L. Lee. “Mass Customization at Hewlett-Packard: The Power of Postponement.” Harvard Business Review, January-February 1997: pp. 116-121. Laura Kopczak and Hau L. Lee. “Hewlett-Packard DeskJet Printer Supply Chain (A) and (B).” Stanford Teaching Case, 1996. Hau L. Lee. “Product Universality: The HP Network Printer Case.”...
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...Hewlett-Packard’s Deskjet Printer Supply Chain Cases (A) & (B) Discussion Guide & Answers Ranjan Ghosh | HP’S DESKJET | Industry characteristics: competitive, fast growing, exploding in Europe, changing distribution channel, rapid technological advances. Product characteristics: quite, medium price, high print quality, leading technology, commodity–like, lighter and smaller, reasonable speed. Supply chain characteristics: centralized manufacturing, DCs fulfilling pure distribution functions, bulky products resulting in long ocean transit, lean manufacturing shifts inventory burden to DCs. | Inventory-Service Crisis | What crisis: inventory imbalance, i.e., some product options having excess inventory while some others have shortages. What caused it: ( many product options due to geography, ( long DC replenishment lead time, ( highly uncertain market, ( inflexible design : not easy to rework one option to make it into another, ( out of control inventory system, ( uncoordinated functional interests (manufacturing, distribution, marketing, engineering ) | Curse of Product Variety ...
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...Software Architecture Project Team A CSS 422 11-7-11 Mohammad Shakir Kamali Executive Summary This paper will discuss in detail the software currently in use at the four facilities of Riordan Manufacturing. Likewise, the paper will discuss the recommended software upgrades suggested by Team A in week 2. These recommendations will allow Riordan Manufacturing and its employee’s to work more efficiently and have greater overall productivity. This will ensure that Riordan Manufacturing will stay one step ahead of their competitors and have the ability to do business in a more professional manner. To do this, Riordan Manufacturing will need upgrades involving both hardware and software with minimal training and downtime. Introduction Riordan Manufacturing must update their current software and hardware systems to become up-to-date and competitive. Riordan Manufacturing consists of four separate locations, which all currently use dated software systems such as Microsoft 98 OS and Microsoft Office 2K, updating these outdated systems will increase efficiency with the advancements in newer systems. Riordan Manufacturing also has older outdated servers and switches that should be replaced to increase computing speed and transfer time. Updating the overall software architecture of Riordan will see gains overall for Riordan Manufacturing. Company Background Riordan Manufacturing is a global plastics manufacturer employing 550 people with projected annual earnings of $46 million...
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...ho rr Version 2.1a eta Practical Assignment ins SANS Hacker Techniques, Exploits, and Incident Handling (GCIH) fu ll r igh ts. Author retains full rights. Key fingerprint = AF19 FA27 2F94 998D FDB5 DE3D F8B5 06E4 A169 4E46 Abstract Penetration tests are an excellent method for determining the strengths and weaknesses of a network consisting of computers and network devices. However, the process of performing a penetration test is complex, and without care can have disastrous effects on the systems being tested. This paper provides guidance, primarily focused around planning and management, on how to conduct a penetration test comprised of five phases – Preparation, Public Information, Planning, Execution and Analysis and Reporting. However, due to the technical and sometimes sensitive nature of penetration testing only a cursory overview how to compromise a system is provided.1 1. Introduction • 1 Prior approval for this topic was obtained from certify@sans.org because the topic is not one of the specified topics. © SANS Institute 2003, © SA • Planning: Based on the publicly available information, the next step is to produce a detailed plan...
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...Just in Time for the Holidays * Eric J. McNulty FROM THE DECEMBER 2005 ISSUE * SAVE * SHARE * COMMENT * TEXT SIZE * PRINT * 8.95 BUY COPIES Just in Time for the Holidays VIEW MORE FROM THE December 2005 Issue EXPLORE THE ARCHIVE RECOMMENDED * ------------------------------------------------- ------------------------------------------------- Just in Time for the Holidays (HBR Case Study and Commentary) ------------------------------------------------- TECHNOLOGY & OPERATIONSHBR CASE AND COMMENTARY * ------------------------------------------------- Eric McNulty, M. Eric Johnson, Horst Brandstatter, Warren H. Hausman, Anne Omrod ------------------------------------------------- 8.95 ADD TO CART * ------------------------------------------------- SAVE ------------------------------------------------- * ------------------------------------------------- SHARE * ------------------------------------------------- ------------------------------------------------- Just in Time for the Holidays (HBR Case Study) ------------------------------------------------- STRATEGY & EXECUTION HBR CASE * ------------------------------------------------- Eric McNulty ------------------------------------------------- 8.95 ADD TO CART * ------------------------------------------------- SAVE ------------------------------------------------- * ------------------------------------------------- ...
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...Boiling Frogs: Pricing Strategies for a Manufacturer Adding a Direct Channel that Competes with the Traditional Channel Kyle Cattani1 Wendell Gilland1 Hans Sebastian Heese2 Jayashankar Swaminathan1 1The Kenan-Flagler Business School, The University of North Carolina at Chapel Hill 2Kelley School of Business, Indiana University January, 2005 1 Boiling Frogs: Pricing Strategies for a Manufacturer Adding a Direct Channel that Competes with the Traditional Channel Abstract In this paper, we analyze a scenario where a manufacturer with a traditional channel partner (i.e., a retailer) opens up a direct Internet channel that is in competition with the traditional channel partner. We first consider that in order to mitigate channel conflict the manufacturer, who chooses wholesale prices as a Stackelberg leader, commits to setting a direct channel retail price that matches the retailer’s price in the traditional channel. Under this general equal-pricing strategy, we determine the effect of more specific pricing strategies on prices and profits of the manufacturer and the retailer. These specific strategies are: (1) keep wholesale prices as they were before, (2) keep retail prices as they were before, or (3) select wholesale and retail prices that optimize profits for the manufacturer. Within these strategies we identify and summarize cases when the resulting prices are lower than the pre-Internet prices, and when they are higher, relating them to the respective...
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...CHAPTER 2 Strategy, Operations, and Global Competitiveness 2: Strategy, Operations, and Global Competitiveness Global Competition Strategy Formulation and Implementation Global Trends International Markets and Products Formulating the Business Strategy Strategic Frameworks Focus Critical Value Factors Quality, Functionality and Customization Core Capabilities The Sand Cone Model Quality Market Evolution Outsourcing and Offshoring Performance Frontiers and Improvement Trajectories Functionality Generating New Market Ideas Business Strategy Disruptive Technologies Business and Product Strategies Commercialization Operations and Global Competitiveness Strategy Implementation The Balanced Scorecard Transformation Process Characteristics Example Lean Management Dependability and Speed Cost and Productivity Strategy maps Supply Chain Management Customization Stages of Operational Effectiveness The Aggregate Project Plan Shaded headings indicate especially timely topics. 21 CH A P T E R IN PERSPECTIVE This chapter describes the critical role of operations to the global competitiveness of the organization. We start the discussion with a review of global trends in the economy, the evolution of international markets and products, and the impact of operations on competitiveness and the global supply chain. Next we describe the process of...
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...Supply Chain Management and Advanced Planning Hartmut Stadtler ´ Christoph Kilger (Eds.) Supply Chain Management and Advanced Planning Concepts, Models, Software and Case Studies Third Edition With 173 Figures and 56 Tables 12 Professor Dr. Hartmut Stadtler FG Produktion und Supply Chain Management FB Rechts- und Wirtschaftswissenschaften TU Darmstadt Hochschulstraûe 1 64289 Darmstadt Germany stadtler@bwl.tu-darmstadt.de Dr. Christoph Kilger j&m Management Consulting AG Kaiserringforum Willy-Brandt-Platz 5 68161 Mannheim Germany christoph.kilger@jnm.de Cataloging-in-Publication Data Library of Congress Control Number: 2004110194 ISBN 3-540-22065-8 Springer Berlin Heidelberg New York ISBN 3-540-43450-X 2nd edition Springer Berlin Heidelberg New York This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2000, 2002, 2005 Printed...
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...FROM THE AUTHOR OF THE BESTSELLING BIOGRAPHIES OF BENJAMIN FRANKLIN AND ALBERT EINSTEIN, THIS IS THE EXCLUSIVE BIOGRAPHY OF STEVE JOBS. Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries, competitors, and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. At a time when America is seeking ways to sustain its innovative edge, Jobs stands as the ultimate icon of inventiveness and applied imagination. He knew that the best way to create value in the twenty-first century was to connect creativity with technology. He built a company where leaps of the imagination were combined with remarkable feats of engineering. Although Jobs cooperated with this book, he asked for no control over what was written nor even the right to read it before it was published. He put nothing offlimits. He encouraged the people he knew to speak honestly. And Jobs speaks candidly, sometimes brutally so, about the people he worked with and competed against. His friends, foes, and colleagues provide an unvarnished view of the passions, perfectionism, obsessions, artistry, devilry, and compulsion for control that shaped his approach to business and...
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