The company’s objective is to enable business and operational success through integrated world class solutions and development by utilizing the organizational restructure of the Engineering and R&D departments. Having a centralized organization with a decentralized engineering department makes meeting the company objective quite difficult. Also, if the company’s objective does not align with the department specific objectives Campbell Soup is setting their selves up for failure. Sales and Marketing are concerned with increasing market share and gaining profit, while the Plants are worried about operational performance, and Engineering is focused on individual parts of the system. In order to have a successful company objective each department must be working towards the same goal. For example, if the plants are measured based on operating results and performance, when launching a new product line we have to be flexible and put in different performance metrics and set a glide path with a specific timeline. Competing on consistent quality, time/availability (want to be the first) (want to always have it on the shelves), [ARE THEY COMPETING ON PRICE? Having a reasonable price, can’t be an expensive product but people are willing to pay a premium price?] Specific Problem Defined
Currently after quite a few years of product development Plastigon is still in the process improvement stage and is not a finished program. The project team is facing difficulties involving people, processes, data, and systems. There is not a clear line of responsibility and ownership for people at the individual and group level. The development team for the Plastigon line was decentralized over the P3 and has suffered a high turnover rate of its developers. If engineers were leaving the company or project because of the amount of travel required the correct engineers were not selected for the project, or the scope of the project was not clearly defined. The knowledge...
Please join StudyMode to read the full document