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Essay / Research Paper Abstract
A 14 page paper discussing the case of manufacturing inefficiencies at Thompson Telescopes. The company has enjoyed impressive growth in recent years, and it has long outgrown its former approach to manufacturing. Currently, the Sales department controls all aspects of operation, though it may not be fully aware of the control it has over the entire company. The paper identifies the problems originating with Sales, Engineering and current processes, making recommendations for improving operating efficiency and improving customer satisfaction. Bibliography lists 4 sources.
Page Count:
14 pages (~225 words per page)
File: CC6_KSmgmtOpsThom.rtf
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Unformatted sample text from the term paper:
has enjoyed impressive growth in recent years, and it has long outgrown its former approach to manufacturing. Currently, the Sales department controls all aspects of operation, though it may
not be fully aware of the control it has over the entire company. Problems for Manufacturing Thompsons manufacturing arm is faced with the
monumental task of reading the minds of many individuals, not only those within the company, but those of customers as well. Under current procedures, it makes little difference how
well or how poorly production control plans the course and volume of factory production. The Sales department is able to destroy any existing production plan at any time, insisting
on rush orders taking precedence over those already in place, but then complaining that existing orders were not filled when the production schedule was annihilated by "hand carried" rush orders
that salespeople have walked through the facility. Problems Originating with Sales Harrison (2002) reports that the sales function has led the growth at
Thompson. The sales department delivers all information to the customer regarding "pricing, quoting delivery dates through manufacturing to delivery" (p. 283). Recently, the sales manager has complained that
the sales force receives many complaints about late deliveries and that salespeople are spending far too much time in manufacturing. They strive to track orders through the production process,
and they "are increasingly delivering urgent orders themselves. I know that opportunities are being missed; we are simply finding it difficult to keep our promises" (Harrison, 2002; p. 283).
On the other hand, the production manager - who was hired for another function - apologizes for the sales departments inability to provide
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