Case Study Microlite S.A. the Pan-Orient Decision

Case Study Microlite S.A.: The Pan-Orient Decision Abstract Microlite S.A. which is located in Brazil was the largest producer of batteries in South America with a mighty 55% share of the Brazilian battery market. Top Management had decided to shut down all but one out of three of the dry cell battery factories in Guarulhos. This opened up the chance for Luiz Pinto, manager of Microlites battery factory in Jaboatà £o, to take over this market share and do further investments in his company. This report is going to describe three basic different proceedings on how he can increase his production. Take over the old machines from the factories in Guarulhos, invest in new machines from Pan-Orient or come up with new ideas how the current†¦show more content†¦The second phase is dedicated to a step-by-step improvement. This improvement needs to be done anyway and during this phase we gain time to educate the people better, so that they could run the Pan-Orient machine and that they have a chance to find new jobs if the new machine arrives. The main idea of this phase is to convert the production line from a pure batch oriented to a more JIT process. This would help us to reduce downtime and increase quality, with the longer-term objective that the quality of the batteries increases so much, that we would even be able to eliminate the final electrical output test. However, this goal is very challenging and we might fail. Therefore we created the third phase. The third phase, which would come into play approximately one year after starting phase II, would be dedicated to acquire the Pan-Orient machine, or whatever machine would satisfy our need at that time. With this machine and the improvements we did so far, we would be definitively able to eliminate the battery-testing loop, resulting in a payback of about 2.9 years of this machine. Furthermore, we could fight the increasing competition more efficiently, which we expect in 1995 when the import taxes drop. We think that we found a good mixture of different approaches to overcome the under-capacity of Joboatà £o and are well prepared for the future competitions and demands. Furthermore this approach enables us toShow MoreRelatedCase Study Microlite S.A.: the Pan-Orient Decision1208 Words   |  5 PagesCase Study Microlite S.A.: The Pan-Orient Decision Abstract Microlite S.A. which is located in Brazil was the largest producer of batteries in South America with a mighty 55% share of the Brazilian battery market. Top Management had decided to shut down all but one out of three of the dry cell battery factories in Guarulhos. This opened up the chance for Luiz Pinto, manager of Microlites battery factory in Jaboatà £o, to take over this market share and do further investments in his company. This Case Study Microlite S.A. the Pan-Orient Decision Case Study Microlite S.A.: The Pan-Orient Decision Abstract Microlite S.A. which is located in Brazil was the largest producer of batteries in South America with a mighty 55% share of the Brazilian battery market. Top Management had decided to shut down all but one out of three of the dry cell battery factories in Guarulhos. This opened up the chance for Luiz Pinto, manager of Microlites battery factory in Jaboatà £o, to take over this market share and do further investments in his company. This report is going to describe three basic different proceedings on how he can increase his production. Take over the old machines from the factories in Guarulhos, invest in new machines from Pan-Orient or come up with new ideas how the current†¦show more content†¦Approach These three approaches have all their advantages and disadvantages and allow a great number of combinations. Our idea is to implement a three-step solution. The first phase of our solution is concerned with improving the current situation and overcoming the shortfall in a fast and inexpensive way. According to exhibit current situation we can identify two bottlenecks in our current production process, Add Paste to Cup and Inspect Carbon Rods. Those are below the necessary capacity of 540 units/min. To overcome this, we suggest adding one additional machine (Add Paste to Cup) from the factory in Guarulhos to reach a overall capacity of 540 units/min and engage two more persons, one to operate the additional machine and one in the Inspect Carbon Rods-operation (exhibit alternative II). The second phase, after the installation of the machines from Guarulhos, has the goal to improve the current production to an extend that: - Average Downtime shall be reduced by 30% - The quality of the batteries shall be increased with the long-term objective of eliminating the final electrical output test To reach this goal, first all the processes in the plant need to be scrutinized. Second, problems need to be identified, analyzed and solved in the manner of Kaizen. The third objective is, to implement quality control on the running belt. With these measurements were converting the factory step by step from a batch process to a JIT production. TheShow MoreRelatedCase Study Microlite S.A.: the Pan-Orient Decision1193 Words   |  5 PagesCase Study Microlite S.A.: The Pan-Orient Decision Abstract Microlite S.A. which is located in Brazil was the largest producer of batteries in South America with a mighty 55% share of the Brazilian battery market. Top Management had decided to shut down all but one out of three of the dry cell battery factories in Guarulhos. This opened up the chance for Luiz Pinto, manager of Microlites battery factory in Jaboatà £o, to take over this market share and do further investments in his company. This

Effects Of The Treaty On Mexico s Agricultural Economy...

Development is a highly contested and complex concept, it has different meanings for different people, and have had different approaches through time. This paper examines the concept of development and its effects in the capitalist era and explores how the globalisation agenda has established the requests of the neo-liberalism project by the trade and financial liberalization and the new global regulatory system, and affected the developed countries. I argue that the development concept is socially constructed and inextricably linked with western economic structures and variables. The case of the North American Free Trade Agreement (NAFTA) is used to exemplify how the new vision of globalisation through market integration and self†¦show more content†¦456). Development is a historical process, rooted in the colonial discourse, where the north was seen as advanced and the south as primitive (Edelman Haugerud, 2005, p.178; Ziai, 2007, p. 8). This essay examines how developmen t has become a western discourse, a mechanism of progress tied to ideas of social evolution and civilization (Bulloch, 2014, p. 178; Edelman Haugerud, 2005, p.178; Escobar p. 18). The analysis will focus then on how Mexico as a developed country, becomes the model of un-development, the object in need of modernization, and development, thus as the process of improvement and progress, but progress as a subject of economic growth. As Sklair (1994, p. 180) state, Development implies progress from backwardness to modernity. The intent of development under this idea is that it will compensate what is thought as being deficient to accomplish an improved future, the following of a linear path between the traditional undeveloped and the modern developed (Bulloch, 2014, p. 179; Cowen Shenton, 1996, p. 433-445). For post-development theorists such as Esteva or Escobar, development is socially constructed and based in a western economic structure and in the power relationships between developed and developing countries, with a clear domination of the first ones (Escobar p.18, Esteva Prakash, 1998b, p. 175-182). Positivists claim that development can only be sustained and attained by industrialization, which is achieved through human

Global Strategy Issues of L’Oreal Samples †MyAssignmenthelp.com

Question: What were the main issues LOral was facing in implementing its global strategy? Answer: LOreal was established in the year 1909; this company was established to produce synthetic hair dye from non-corrosive chemical components. The company decided to expand the business in the late 20s century and this is the reason the company acquired a soap producing company and later on the company started introducing shampoos and suntan lotions. Almost from the start, the company decided to expand the business in the foreign markets (Hrebiniak, 118). The company entered in European countries, North America, Brazil and other Latin American countries. At this point, the company showed that they are making the use of the global strategy. The global strategy is a process of expanding and competing in a globalised market. LOreal is implementing the global strategy so that they can expand their business across the world (Peng 3). The company was facing many issues while implementing the global strategy. One of the issues which are faced by the company while entering the Chinese market was distribution. At that time when the company thought to expand the business in China then they find very few markets in China. L'Oreal believes that supermarket is the primary outlet for the bulk of L'Oreal's product lines for its flagship brand. To reach the customer the brand decided to make the use of the departmental stores through which they can easily make the product available to the end users. These departmental stores made the Chinese people understand about the use of the cosmetic product in day to day life. The technique of providing the products through departmental stores opened the ways for the company to expand the business in Paris. The outcome of providing a product at department store made it difficult for a company to get success in the mass retail channel after the supermarket wave hit China. The company is expanding a business to enhance the profitability of the company but the company is facing difficulties in handling the more than 1000 SKUs. The company is manufacturing more than 6 billion product unity every year. These product units were pertained to some 50,000 different Stock keeping units and were produced in the 45 plants that company operates across the world. Handling the manufactured product is one of the issues faced by the company while implementing the global strategy. The company is testing and manufacturing the products at different places across the world, the main testing ground of the company in Brazil. The population of the different country consists of ethnic diversity and the biological differences that became a challenger in terms of the manufacturing of the product and the effectiveness. The products faced this challenge while launching the product in the new market (Daft 273). The company faced the competition with the local markets as well as with the international brand such as Maybelline, which is leading cosmetic firm that is providing the product availability at different places. This competition became an issue while implementing the global strategy (Hong, Hae-Jung, and Yves Doz 114-118). References Daft, Richard L. Organization theory and design. Cengage learning, 2015. Hong, Hae-Jung, and Yves Doz. "LOreal masters multiculturalism." Harvard Business Review 91.6 (2013): 114-118. Hrebiniak, Lawrence G. Making strategy work: Leading effective execution and change. FT Press, 2013. Peng, Mike W. Global strategy. Cengage learning, 2013.