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Essay / Research Paper Abstract
This 4-page paper focuses on U.S. company American Connector and Japanese company DTC, and the efficiencies of their plant operations. Bibliography lists 3 sources.
Page Count:
4 pages (~225 words per page)
File: AS43_MTamerconn.rtf
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Unformatted sample text from the term paper:
at American Connector Co. about the possibility of competitor DJC Corp. of Japans push into the U.S. market, and what this could mean to ACCs market share and sales.
How serious is the threat of DJC to American Connector Company? Would you be worried about DJC? Why? American Connector is a large
player in the electrical connector industry, operating four plants in the United States and Europe. The companys competitive strategy emphasized quality and customization.
The problem isnt necessarily just DJC as much as its about the industry as a whole. The connector industry is characterized by fragmentation, sluggish demand and a lot of competition,
meaning too much capacity, price competition and very slim profit margins. According to Pisano and Rossi, the market was considered a "hostile" one, with more than 900 suppliers and falling
sales. What might be also a major concern for American Connector is DJCs emphasis on paying careful attention to customer needs and "highly
efficient manufacturing" as critical to its strategy. Adding to the situation is a staff that is very loyal to its leader and which, it seems, will follow this leader to
his vision, and this could spell dire trouble for American Connector. One case in point is the companys design and implementation of its
Kawasaki Plant, which has as its goals asset utilization of 100%, yield on raw material of 99% and customer complaints not exceeding one per million units of output. It was
assume that if these goals could be met, that the plant would be one of the lowest-cost producers in Japan. A company with this type of aggressive goal-setting would definitely
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