Met4 Flabs Case Study Answers

Operating Excellence: this is concerned with the ongoing delivery of superior performance and quality across the business processes.

Established an internal design division reducing “time to market” for new products; cross-functional integration required for successful development of new products [Grant p 135].

One frequently asked question in business today that is least answered is, as stated by David Chaudron, PhD (2003), “What can we do to make our business flourish, survive and grow?” With the rapid changes in technology and the rise in the globalization of markets, we must have a game plan in place for adjusting to these changes. It has become increasingly difficult to predict what is going to happen, and there are thousands of obstacles and opportunities along the way. To add to the confusion, there are thousands of products, solutions and methods for dealing with these changes. With many brands, sizes and varieties it is very difficult to choose what is best for your organization. Add to that,

Next, the actual money that spent on this project is far exceed the budgeted amount. To date, it spent 12.55 million more than expected. However, this is not the end, there are still two testing remains incomplete which will cost company more to finish them. Regarding to each items, the item that results in the most unfavorable result is the software development that cost the company 12.90 million more to finish development. We should also notice that the items far behind the schedule are all related to the software. This tells us that the company is extremely not good at developing software. This may due to the sudden change from the medium segmentation focus to the high end products. I would initially recommend the company to have a joint venture with the other high end company to implement this project. However, as the project is almost done, the most important thing is how to promo this product that makes it profitable or at

C. Quality: The degree to which a product or service meets customer requirements and expectations.

1. First define company’s strategy, objectives and work towards the goal. Use some kind of framework to plan out the strategy. Second establish key performance indicator to measure the results. Third identify risks that can drive variability in performance since this is physical product. Fourth establish key risk indicators and tolerance levels for critical risks. Strategies the company should follow or implement in order to reduce the risk are community based marketing. They should be interacting with their customer on daily bases. The company should develop technological innovation. Lastly focus differentiation. Some companies should compare historical performance with today’s performance. Lastly the companies can provide integrated reporting and monitoring. If company starts to take these steps, they would be reducing the potential risks.

For this assignment, you will research the innovation architecture of at least three companies that are well-known for successfully supporting a culture of innovation. Write a 1,500-word paper that addresses the following:

A company creates value for its customers and attempts to differentiate its offerings from its competitors in the market. The performance goals/metrics are set by leadership which is concurrent with its business strategy.

Customers expect safe and strong products, sold to an affordable and suitable selling price, otherwise they will refuse to buy it. The aim of big companies is to fulfil and exceed customers’ expectations and offer them quality products.

Customer service management is very important here. Making sure that the product is still selling to the customers; by having an understanding of what they like and what they demand is critical to the success of any business. Especially with the top level managers taking very little input from employees, it is more important to maintain a relationship with customers. It would be a good idea to send out customer surveys and offer incentives, to measure performance.

After analyzing the results from the previous quarter, it was determined that the prices set for each segment were not sufficient. Product sales priority were also not properly adjusted. With the R&D investments, sales priorities needed to be changed for the main focus to become the most profitable market segments. Prices were not competitive which in turned decreased revenue, market share, and profitability. To become more competitive we altered the prices in each market segment. The Workhorse product was the first to change, the price was lowered to $2500 in an attempt to increase sales; at this price Team 4 was still making a profit on this product, as well as making the price much more competitive. The Workhorse sales priority was also lowered to 3rd in Americas and 4th in APAC and EMEA. This product was not selling as well as we had hoped, and was no longer as profitable as it once was which led to this decision. Next, the Innovator product’s price was adjusted; this involved a price increase to $4100. This price was adjusted to include the new

For any management team or executive, the pursuit to merge a good amount of these two qualities together requires some amount of sacrifice. To become highly effective, efficiency has to be first sacrificed after which it can be slowly increased without a considerable drop in effectiveness. This is the most accepted method used by managers because results matter to clients and customers instead of the cost of acquiring it.

It is synonymous with productivity and is assumed to capture quality feature as well as efficiency feature.

One of the main issues that Nypro faces is how to compete in the future. Nypro has created a system where it is able to capitalize on its current market through its various innovation and alliances with their current customers. Nypro’s competitors started being competitive by able to duplicate their processes .Nypro should not only focus on quality and innovation but should keep a check on demand and demanding speed. Nypro with its current equipment may not have the necessary flexibility demanded by the market; it does not allow rapid prototyping. Nypro has an issue to decide how effectively to utilize the recurrent demands of the market.

Essentially, this is what we are speaking about when we refer to organizational performance and achievement of successful outcomes. (James, 2017)