Case Study: Implementation Strategies

Posted: January 4th, 2023

Case Study: Implementation Strategies

Student’s Name:

Institutional Affiliation:

Case Study: Implementation Strategies

TO: The Branch Manager

FROM:

DATE: August 19, 2020

SUBJECT: Changes in Product Line Offerings

Market research and investigations demonstrate that the proposed product offerings can be achieved viably using Quick Response Manufacturing (QRM) Strategies. A QRM strategy will lead to shortened lead times, and by extension, enhancing quality, eliminating non-value-added surplus in the organization, and reducing costs, while simultaneously amassing the organization’s market share and competitiveness through serving customers faster and better (Siong & Chong, 2018). QRM’s time-based structure accommodates strategic feasibility, such as providing custom-engineered products while eradicating dysfunctional variability like altering due dates and reworking. Currently, shadow Information Technology (IT) products overshadow real product offerings, which poses a problem for streamlining the entire product portfolio. It would be advisable for the organization to consider several significant changes to its product offerings using QRM strategies within the next three years.

Significant Changes for the Organization within the Next Three Years

First, insufficient prediction of alterations in product offerings means that shadow IT products conflict with the organization’s real products. An innovative QRM, as outlined by IQMS (n.d.), ensures that organizations can deliver precisely what customers desire and in the required time using minimal resources. QRM offers complete solutions for components and parts for a wide range of customers, right from disposable packaging to sophisticated medical components for fine arts equipment (O’Donnell, 2015).

QRM offers novel solutions through addressing the workforce and building greater flexibility with human resources by discarding the old ways of viewing production staffing. For example, the floor organization would need production technicians, materials handlers, and supervisors each shift. Within the next three years, the organization ought to realign its personnel and shift structure to anticipate and counter rival technologies, while simultaneously considering the shadow IT products and their viability for market share and industry relevance.

Competitive Benefits

Competitively, the alterations will enable the organization to free up personnel for any additional responsibilities or duties in line with the proposed product changes. In the event there is a need for a quick response concerning competitive advantage, principally in varied or low volume and custom-engineered products, QRM is the best approach. Using QRM strategies, the organization will focus on quick response to clients’ needs through reducing the lead times in the entire process. With QRM, customers will receive increased satisfaction from customized products (IQMS, n.d.). Delivering products that clients need, notwithstanding any special requirements, and when they want them, means that they will make repeat purchases. The organization has to stand behind its commitments to deliver to customers.

The cash influxes offer greater impetus, enhanced capacity to respond to market alterations, and more flexibility. Finally, with QRM, there is heightened innovation. QRM strategies will drive the organization to find avenues of always improving (Siong & Chong, 2018). The mindset has to push the organization to augment ergonomic caster and wheel, radically elevating the safety of personnel and reducing the costs associated with high push force. Enhancing quality and diminishing lead times are essential strategies that the organizations incorporate to remain competitive. In addition to the strategy, there is an overall comprehension that to make the organization’s commitment to clients work, there is the necessity for a team of individuals who understand the undertakings they make, regardless of whether the commitments are to colleagues or to clients, which are elementary to success. The dedication to excellence, to persistently pursue the highest possible degree of customer service, is one thing that any good organization and is an endeavor for every day, in each way.

How the Information System Addresses and Adapts to the Introduction of the Novel Changes

With QRM, the organization will be able to establish a credentialing program for in-house and personnel who will be rewarded for their technical aptitudes and willingness and openness to learning original production and process-associated aptitudes. Here, freshly structured pay guides will be set for each skill, implying that as workers develop in their ability to deal with more intricate tasks, the worth to the group will grow, and as will the reimbursement. QRM will describe new worker roles, beginning with tackling individual QRM programs (IQMS, n.d.). The strategy involves altering the accounting mindset. Given that standard costing does not represent a critical precept of lean accounting, it follows that actual or real accounting of overhead costs is essential. Here, the only test is getting the personnel to think based on actual costs and time to deliver. Similarly, new roles using QRM means identifying in-house materials and their availability for leaner, client-targeted production. Daily usage, suitable reorder points, and recognized purchasing plans are ways of guaranteeing adequate stocks of essential house materials.

Justification for New Product Offerings

The greatest hindrance to executing QRM does not lie in technology; instead, it is in the mindset. QRM solves this issue by requiring the organization to rethink its policies across all areas, including the mindset of all employees (IQMS, n.d.). Hence, the principal aspect of QRM in the information system is to alter employees’ mindset to identify how their IT products can be integrated with the organization’s to achieve the objectives of profitability and sustenance. QRM will enhance this target through networking and learning, where the employees will offer input in the design and implementation of novel products to suit the relevant markets.

In conclusion, the Quick Response Manufacturing Strategy (QRMS) is the ideal approach to developing innovative product offerings using shortened lead times and at lower costs. QRM enhances innovation and competitiveness, raising market share, and heightening brand visibility. With successful implementation, QRM will assist the organization in achieving its customer delivery and quality targets at lower costs.

References

IQMS. (n.d.). Nicolet Plastics’ quick response manufacturing strategy. Retrieved from https://www.iqms.com/files/case-studies/quick-response-manufacturing.pdf

Siong, B., & Chong, K. (2018). Implementing quick response manufacturing to improve delivery performance in an ETO company. International Journal of Engineering and Technology (UAE), 7, 38-46.

O’Donnell, K. (2015). QRM in the GMP Environment: Ten Years On—Are Medicines Any Safer Now? A Regulators Perspective. IVT. Retrieved from