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Topics: Decision making, Product management, Decision theory / Pages: 5 (1290 words) / Published: Aug 22nd, 2014
ROCHESTER MANUFACTURING CORPORATION
1. As a production manager for RMC what do you recommend?Why?
As production manager, you believe that the inherent advantages of an FMS should tilt the scales in favor of FMS. Your management task should be easier and therefore better.Your task will be easier and better because those parts of your workday that are related to scheduling, manpower,maintenance, and housekeeping should require less direction and be easier to control. You would be inclined to ask the“numbers people” to be sure they included all of these rela- tively minor shop floor issues in the decision.

2. Prepare a case by a conservative plant manager for maintaining the status quo until the returns are more obvious.
A conservative plant manager may well be the individual in the decision-making process who is asked about the return on investment. ROI may be largely the plant manager’sresponsibility. If the numbers do not support change, then don’t do it. Additionally, the trauma of change in layout,training, and acceptance by workers contains numerous hidden costs. Consequently, the plant manager may have astrong case for the status quo.

3. Prepare the case for an optimistic sales manager who suggests that you should move ahead with the FMS now.
The optimistic sales manager’s case is that improved delivery time (i.e., improved throughput) and improved quality may well yield a higher market share, which, if the companyis already above breakeven, is great for profitability, and hence ROI will be higher than projected (sales growth is not typically included in ROI computations). Additionally, themanagement task is easier (i.e., fewer machines to maintain,fewer people to supervise), and additional floor space will beavailable when needed.

:Being production manager supposing flexible machining system’s intrinsic compensations must take decisions which have possible favorability towards FMS sothat managerial tasks/ missions become easier and consequently becomes healthierbecause that might linked with managerial responsibility in relation with development,human resource empowerment, continuance, and organization should necessitate lesstrack and easily control over. You would be accountable to inquire the “numbers people”to be certain them incorporated all of these comparatively inconsequential shop floorsubjects in the decision.

Question #2:Prepare a case by a conservative plant manager for maintaining thestatus quo until the returns are more obvious.Solution:In this decision making process an individual with conservative frame of mind plantmanager is required who could be questioned for ROI. This responsibility of plantsmanager to talk about ROI is considered on top rank but if numbers don’t support yourchange requirements then it is best for you not to change because it might increase costof overall organization and plant manager has strong repo so could be in danger due tosuch decision
.Question #3:Prepare the case for an optimistic sales manager who suggests thatyou should move ahead with the FMS now.Solution:The case for optimistic sales manager would be enhancing time of delivery using JIT towork efficiently and enhancing quality to produce high market share and If company isgood in that crossing break even than this would increase rate of profitability andtherefore ROI will also becomes high than their projection (sales growth is not added inROI computations). Adding up easier management tasks for example small number ofpeople for supervision and limited number of machines and supplementary floor spacewill also be accessible when required.
"A Product Manager oversees the development of a product from concept development, through system demonstration, and into production. The Product Manager is responsible for the COST of the overall program to bring the item to market, the SCHEDULE of the development process, and the PERFORMANCE of the item once it is into production." This is the way most people think of product management, and it's a little off. In reality this is what a PROJECT manager is responsible for. A project manager is responsible for getting the product completed on time, on budget and on schedule. In simple terms a PRODUCT manager is responsible for the overall success of a product from its birth to its burial; the product lifecycle. Product managers maximize a products return on investment by evaluating the product vs. its place in the market and where the product is in it's lifecycle. Maybe the product needs to an update to extend its lifecycle or maybe the product has matured enough to become a commodity in the market so it's price may need to be rethought. Product Managers are the key to getting the most bang out of you products.

Case Solution of Process Strategy

ROCHESTER MANUFACTURING’S PROCESS DECISION

Question #1:
As a production manager for RMC, what do you recommend? Why?
Solution:
Being production manager supposing flexible machining system’s intrinsic compensations must take decisions which have possible favorability towards FMS so that managerial tasks/ missions become easier and consequently becomes healthier because that might linked with managerial responsibility in relation with development, human resource empowerment, continuance, and organization should necessitate less track and easily control over. You would be accountable to inquire the “numbers people” to be certain them incorporated all of these comparatively inconsequential shop floor subjects in the decision.
Question #2:
Prepare a case by a conservative plant manager for maintaining the status quo until the returns are more obvious.
Solution:In this decision making process an individual with conservative frame of mind plant manager is required who could be questioned for ROI. This responsibility of plants manager to talk about ROI is considered on top rank but if numbers don’t support your change requirements then it is best for you not to change because it might increase cost of overall organization and plant manager has strong repo so could be in danger due to such decision.
Question #3:
Prepare the case for an optimistic sales manager who suggests that you should move ahead with the FMS now.
Solution:The case for optimistic sales manager would be enhancing time of delivery using JIT to work efficiently and enhancing quality to produce high market share and If company is good in that...
Case Study of Rochester Manufacturing Corporation
1. As a production manager for RMC, what do you recommend? Why?
As production manager, you believe that the inherent advantages of an FMS should tilt the scales in favor of FMS. Your management task should be easier and therefore better. Your task will be easier and better because those parts of your workday that are related to scheduling, manpower, maintenance, and housekeeping should require less direction and be easier to control. You would be inclined to ask the “numbers people” to be sure they included all of these relatively minor shop floor issues in the decision. 2. Prepare a case by a conservative plant manager for main-taining the status quo until the returns are more obvious.
A conservative plant manager may well be the individual in the decision-making process who is asked about the return on investment. ROI may be largely the plant manager’s responsibility. If the numbers do not support change, then don’t do it. Additionally, the trauma of change in layout, training, and acceptance by workers contains numerous hidden costs. Consequently, the plant manager may have a strong case for the status quo.
3. Prepare the case for an optimistic sales manager who suggests that you should move ahead with the
FMS now.
The optimistic sales manager’s case is that improved delivery time (i.e., improved throughput) and improved quality may well yield a higher market share, which, if the company is already above breakeven, is great for profitability, and hence ROI will be higher than projected (sales growth is not typically included in ROI computations). Additionally, the management task is easier (i.e., fewer machines to maintain, fewer people to supervise), and additional floor space will be available when needed.

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