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Essay / Research Paper Abstract
This 8 page paper looks at the UK car company Morgan Motor Cars Ltd., examining the way that manufacture takes place in order to identify the way in which the firm may be able to make cost effective improvements to increase production capacity. Recommendations for improvements to the manufacturing process are presented. The bibliography cites 6 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEmorgancar.doc
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Unformatted sample text from the term paper:
firm has a potential to increase sales significantly for this niche market product. In order to assess the way that the firm may be able to increase capacity further it
is necessary to look at the firm and its production processes as well as the underlying values which impact on those processes.
The company started manufacturing in 1910 after obtaining a patent for a three wheeler car and showed its first car at the Olympia Motor show in 1911. Today
the firm remains a family firm, run by the Charles Morgan, the Grandson of the founder H F S Morgan (Morgan, 2011). The firm still manufactures customised sports cars, and
can be seen as a very traditional company that has a strong niche market. Located in Malvern, Worcestershire, the manufacture of the cars takes place in the same factory which
was set up in 1915, with many of the same basic processes and the same general manufacturing architecture. In recent years the process has been refined; there has been the
adoption of lean manufacturing techniques in collaboration with Birmingham City University, in order to increase capacity by increasing efficiency (Anonymous, 2009). These changes have seen the overall capacity of the
factory increase from 500 cars per year to over 700 cars per year (Vella, 2007). Despite these increases there is still a waiting list that is always in excess
of 12 months, often running to several years (Morgan, 2011; Vella, 2007). The firm has a market place where the demand is exceeding the supply, with an opportunity to increase
the supply to satisfy more customers. The current strategy has seen the firm demonstrate the desire to increase capacity, but the current manufacturing processes have some severe constraints which limit
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