Operations at Whirlpool
From its beginning as a manufacturer of electrically powered clothes washers, Whirlpool Corporation has become the world's leading producer of major household appliances. Its main products include home laundry equipment, dishwashers, refrigerators, freezers, ovens, ranges, room air conditioners, and mixers and other small household appliances. The company's appliances are sold in more than 170 countries worldwide under such brand names as Whirlpool, KitchenAid, Roper, Estate, Bauknecht, Ignis, Laden, Polar, Brastemp, Consul, and Eslabon de Lujo.
Whirlpool launched several initiatives in operations management in the 1990s and early 2000s, the company began restructuring its operations in the early -1990s to orient itself to changing market conditions. As a part of its operational restructuring, the company set up several cross-functional teams for key product areas, entered into several agreements with its suppliers based on their reliability and their ability to assist in product design and began using Electronic Data Interchange (EDI) to communicate with its suppliers.
Global Ambitions in the 1990s
Whirlpool's initiatives in Europe reflected the company's aggressive international strategy, which earned it a reputation as one of the most globally diversified companies in the world during the early 1990s. Indeed, during this period Whirlpool expanded its overseas operations at a steady pace and lengthened its lead as the largest producer of appliances in the world. By late 1994, Whirlpool was manufacturing in 11 countries and marketing its products under ten brand names in 120 nations. The company enjoyed hefty sales gains in its giant European market in the early and mid-1990s, particularly following Whirlpool's mid-1991 buyout of its European joint venture partner in a $600 million deal. Further European growth came via an expansion into the newly opened markets of central and eastern Europe, with the first ventures centering on Hungary and Slovakia; later in
Whirlpool launched several initiatives in operations management in the 1990s and early 2000s, the company began restructuring its operations in the early -1990s to orient itself to changing market conditions. As a part of its operational restructuring, the company set up several cross-functional teams for key product areas, entered into several agreements with its suppliers based on their reliability and their ability to assist in product design and began using Electronic Data Interchange (EDI) to communicate with its suppliers.
Global Ambitions in the 1990s
Whirlpool's initiatives in Europe reflected the company's aggressive international strategy, which earned it a reputation as one of the most globally diversified companies in the world during the early 1990s. Indeed, during this period Whirlpool expanded its overseas operations at a steady pace and lengthened its lead as the largest producer of appliances in the world. By late 1994, Whirlpool was manufacturing in 11 countries and marketing its products under ten brand names in 120 nations. The company enjoyed hefty sales gains in its giant European market in the early and mid-1990s, particularly following Whirlpool's mid-1991 buyout of its European joint venture partner in a $600 million deal. Further European growth came via an expansion into the newly opened markets of central and eastern Europe, with the first ventures centering on Hungary and Slovakia; later in