Case About Increase Efficiency Matsushita

STUDENT COURSE CODE SEMESTER/ SEASSIONS : Aille Kimberly : AC46200 : 2022/2023 Sessions CASE INCREASE EFFICIENCY MATSUSHITA INTRODUCTION A. Background Management strategic is series and action managerial which determine the company's performance in the long run. Strategic management includes environmental monitoring, strategy formulation (strategic planning). Or longterm planning), strategy implementation, and evaluation and control. Strategic management emphasizes observation and evaluation environmental opportunities and threats by looking at strengths and weaknesses company. Role effectiveness management usually acknowledged as factor most important in success period long something organization. Success be measured in form achievement target organization. Management can defined as the process of setting organizational goals and implementing them activities to achieve these goals efficiently both in form use power human, material, and capital resources. Success organization can be measured with draft effectiveness. Which what is meant by effectiveness is something that shows the level of success activity management in in reach objective which has setpreviously. B. Problem 1. What are the benefits of abolishing the old policy in Matsushita that division which different can develop product base which the same? Is there ispotency the downside of such a policy change? 2. Is benefit from work lifetime life in Matsushita? So why Nakamura effectively ended this practice? What benefits did he realize for Matsushita by doing that? 3. How benefit optimization channel work for work in progress, productivity between the two employees, as well as the plant and equipment in the factorysaga in Matsushita? 4. What profit for Matsushita Because exists subtraction level disability? 5. is from example Matsushita telling you will importance levels strategy functional for a competitive advantage? 6. Are the principles discussed in the case equally important to company service whereas in in case the, Matsushita is company manufacture? C. Purpose 1. Knowing the benefits of removing the old policy at Matsushita that different divisions could develop the same basic product and potency loss caused by the change. 2. Know benefit work lifetime life in Matsushita as well as reason and benefit end the practice. 3. Know the benefits of flow optimization work for work in progress, productivity between the two employees, as well as the plant and equipment in the factorysaga in Matsushita. 4. Know profit exists subtraction level disability for Matsushita. 5. Know importance levels strategy functional for superiority competitive from example Matsushita. 6. Know principles discussed accordingly for service companies. DISCUSSION A. Explanation Issue On year 2000, when Ancient Nakamura become CEO from giant electronic Japan which dear, Matsushita, moment That company in big trouble. Earnings have gone south over the years, and market company capitalization has shrink become not enough from half rival long Sony, as well as employee which frustrated and moral bad. On moment he pension on June 2006, Matsushita give performance finance the best in more from one decades. After loss $3.7 billion on year 2002, in 2006 the company recorded a profit of $1.37 billion. Besides That, income grows 20% to $1.7 billion in year 2007. For time which long, policy in Matsushita apply has allows different divisions to develop identical products, although at the end of the day usually only one division is entitled to market products. Early in his tenure, Nakamura ended for competition internal this, believe that that will happen produce profit efficiency. He also in a manner effective end exercise long in Matsushita lifetime job. He slashed the domestic workforce 19% and reduce amount layer in hierarchy management. He push manager factory for do all which possible for increase productivity, give they objective productivity which challenge, and tying bonuses to goal achievement. Factory Matsushita in Saga, Japan, exemplifies obsession to increased productivity. Employees at the factory, which makes wireless telephone, fax, and security cameras, doubling the productivity of either 2000 and 2004 by introducing robots to assembly lines, but manager factory no like. Analysis genre in system production demonstrated that a bottleneck on the assembly line meant the robot was out of work longer than working hours. So, the factory manager pulled the belt conveyor track assembly and replace it with group robot which grouped into cells. The cells allow them to multiply robot which slow for made whole process manufacture walk overfluent. Then they develop device soft for sync production so that each robot reacted right quick after step previously finished. If one robot damaged, channel work can transferred to another to do the same job, so the result impressive. Time which needed for make product very reduce from previously. He previously need time two half day for operate production before product so first go out track assembly; now only need time 40 minute. Cell phone, for example, can now be assembled in a third of the time, doubling it the same factory weekly production with the same number of employees. Shorter cycle times allow plants to trim supply. Work in progress, like semi-finished products, is shared with component like chip, keypads, and board circuit now use up more little time on factory. The Saga plant is known as the “mother plant” in Matsushita. After process repair own has perfected in factory parent, they must transferred to another plant in the group as soon as possible. There are six other factories in the Saga group in China, Malaysia, Mexico and the UK. Part great can quickly copy what was done in Saga and see cutting similar in inventory And enhancement productivity. Although working speed is faster, factory employees pay great attention to quality product. Short cycle time helps employees to identify source defective products and quickly correct faults cause quality problems. As a result, less than 1% of output, on in 2006 the disability rate was at an all-time low in every factory. Reducing waste further increases productivity and help the company strengthen its reputation in producing goods merchandise high quality. B. Discussion And Completion Issue 1. What are the benefits of abolishing the old policy at Matsushita that division which different can develop product base which the same? is there ispotency the downside of such a policy change? Completion: Benefits of eliminating old policies that different divisions in Matsushita that is for develop product which the same promote a healthy harmonious environment in which employees are from department which different no compete one the same other. Deletion the also can foster a work culture entrepreneurship, where employee work the same for objective which the same which help it is easier for companies to become market leaders. However, there is one possible weakness of the policy change in Matsushita.Sometimes, internal competition results in a better product and grow the creativity of organizational members. 2. Is benefit from work lifetime life in Matsushita? So why Nakamura effectively put an end to this practice? What benefits did he realize for Matsushita by doing that? Completion: Benefit from work lifetime life in Matsushita is they earn the loyalty and hard work of their employees. However, Nakamura realize that company use up lots money for nurse his employees. Matsushita Then pay cost tall while get profit low. With end this, Matsushita gave its best financial performance in more than one year decades. 3. What example factory Saga in Matsushita give know you about benefit optimizing workflow for (a) Work which currently walk, (b) Productivity second employee, and (c) Capital which invested in the factory and equipment? Completion: Yes, example factory Saga in Matsushita give know we about the importance of optimizing workflow in the company to improve efficiency work. a. Optimizing channel work for work which currently walk like product half so, together with component like chip, keypads, and board circuit give lots benefit for company, now employee use up more a little time in factory which means problem on product given attention more carry on. With thus, the company's efficiency of production activities increasesand maximum achievement of company goals. b. Optimizing workflow for the productivity of both employees as well very useful for the company. Second productivity workflow employee optimal will produce which production faster from the same factory with the same number of employees. This matter can reduce the costs incurred by the company so that achievements objective the company will maximize. c. Capital invested in plant and equipment is not wasted vain because output company after channel work optimized become more guaranteed and quality. As a result, not enough from 1% fromoutput in 2006 has a level of disability that is at all-time lows at any plant. Waste reduction because product disabled impact more carry on in increase company productivity. In addition, the minimum level of defective products which generated help company strengthen reputation inproduce high quality merchandise. 4. What profit for Matsushita because exists subtraction leveldisability? Completion: The main advantage for Matsushita is the reduced damage rate is the emphasis placed on production costs. Minimum level damage to its products managed to slash the domestic workforce as big 19% And reduce amount layer in hierarchy management. Cell possible they doubling robot which slow for make whole process making walk more fluent. Then they develop production synchronization so that every robot take action immediately after the previous step is completed. If one robot is damaged, workflow can be transferred to other robots to do that job and the results are impressive. Thus, the production process is not hampered and efficiency is maintained properly. 5. Is from example Matsushita telling you will importance levels strategy functional for a competitive advantage? Completion: Managers at the Matsushita saga factory in Japan pursued a level strategy functional aiming to increase productivity, so impact on enhancement efficiency process production at a time reduce breakdown rates and increase bid reliability their financial product. Superior efficiency enables the factory lower cost, temporary reliability which superior increase quality which product generated, help differentiate offer products, and increase sales volume. The end result of the application functional level strategy at the Matsushita saga plant in Japan is increasing reputation company in public which become superiority for company to be competitive global. 6. Are the principles discussed in the case equally important to company service whereas in in case the Matsushita iscompany manufacture? Completion: The Matsushita principle discussed in this case is equally important for service company. This principle automates processes, quality of service, promote the development of innovative practices that can help reduce time and fulfil need customer with more. CLOSING A. Conclusion Policy changes in effect at Matsushita have been made possible division which different for develop identical product, which has provide the same product development benefits and promote a healthy harmonious environment in which the employees of the department are different no compete one the same other. Deletion the also can foster an entrepreneurial work culture, where employees work together to the same goal that helps companies easier to be leader market. Nakamura also in a manner effective end practice from work lifetime life in Matsushita so that Matsushita give performance its best finance in over a decade. B. Suggestion Matsushita has the experience of trying to get up in trouble through the policies and principles that can provide performance with good. With exists policy and principle the, Matsushita can maximize the strategy well to determine the next step and can take decision with correct which can push enhancement performance. Hill and Jones, Gareth R. (2010). Strategic Management Theory An Integrated Approach (9th ed). Cengage Learning.