Write a 3-5 page essay based "The Customer Is Boss," in Lafley and Charan's The Game-changer. In this chapter, Lafley explains how he effected a positive turn-around at Proctor and Gamble (P&G), by changing the culture when he took over as CEO. A fundamental element of P&G's innovative process was emphasis on developing a deeper understanding of the needs of the customer.
For this essay, imagine that the external expert is your employer. Your employer has asked you to read and review "The Customer Is Boss." He or she wants you to discuss its relevance to your organization at the next staff meeting. You are the only person at the meeting who has read any part of the book.
What would have to happen in your organization to successfully execute adoption of the P&G culture described in The Game-changer?
Evaluate the challenges, opportunities, risks, and rewards involved in the transition.
Use "Questions Using the Elements of Thought" and the "Universal Intellectual Standards" from Paul and Elder's The Miniature Guide to Critical Thinking: Concepts and Tools to ensure you cover the important points in your essay.
Provide context for your audience by including a summary of the concepts presented in the reading.
There is some relevance of "The customer is boss" in Game Changer. Lafley explains how he effected a turnover at Procter and Gamble. by changing its culture. The relevance in my organization that makes and sells industrial machine tools is limited. At P&G, employees lived the lives of the people they targeted, so that they understood the lives of the customers and design products that directly address the needs of the customers.
The sales persons of my organization can also spend a few days with the users of machine tools in their factories and develop insights into their needs and find out ways of improving the designs and performance of our machine tools.
If my organization successfully executed the adaptation of P&G culture described in the Game Changer, there would be numerous changes in the designs of the machine tools. These changes would be related to the speed and the features of different machine tools, and some modification to the design of the machine tools. The result would be that the machine tools made by my company would be much more user friendly than what they are now.
However, there would be challenges. First, in case of my company the users are not the purchases. It is doubtful the extent to which the user-friendliness of our machine tools will positively influence the purchase decisions. The workers are the users of the machines but the purchase manager is the critical decision makers. In fact, the action of our salespersons interacting with the production ...
This explanation provides you a comprehensive argument relating to "The Customer Is Boss"
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Need some ideas/recommendations to succinctly propose a plan for implementing DFSS (Design for Six Sigma) within your supply chain organization. Based on following company info.
You are the Operations Manager for a $50,000,000 (sales) subsidiary of a $750,000,000 corporation. You report to the Divisional Vice President. Your division produces industrial products that are used in the construction, maintenance, transportation, and equipment manufacturing industries. The other two divisions in your corporation serve the automotive and electronics industries. A few products are cross-marketed.
Your division is currently number three in your market place. The number one firm has about 60% of the market, the number two firm has about 25% of the market, and you have about 15% of the market.
Your products are often used in human safety applications, so product quality is paramount. Neither you nor your competitors have a competitive quality advantage, nor a distinct production cost advantage. Being number three in the market place has meant that your division must excel in customer service and delivery reliability.
Over 90% of your sales come through manufacturing representatives to regional distributors who hold inventory of your most popular products in limited quantities. To keep your distributors loyal, your company works very hard on customer service.
Your division currently has about 4,000 products in your catalog. About 1,200 items are "in-stock" (MTS, Make-to-Stock) items. The remaining 2,800 items are "non-stock" items that can be considered to be Make-To-Order (MTO). The MTO items are not stocked but are manufactured if, and only if, an order for them is received.
Your division promises to ship all "in-stock" items within 24 hours of receiving the order. If the order is received by noon, the order is shipped that day. Because most of your orders are small and are delivered to diverse addresses, UPS is the preferred shipping mode.
In contrast, your two sister divisions operate on a much longer lead-time and ship in comparatively larger quantities. They tend to operate much more in the MTO mode and do not offer the fast 24-hour shipping responses that your division does.
The corporate headquarters are in St. Louis, Missouri, where the company was founded in the 1910s. You are located in Cape Girardeau, Missouri, where manufacturing operations were moved in the 1950s to exploit the lower labor costs. The corporate North American Warehouse (NAW) is located in a western suburb of St. Louis to be near the St. Louis airport. Virtually all shipments to customers are made from the NAW. Several years ago, to stay competitive, production operations started to shift from the Cape Girardeau location to a plant in Mexico. The shift to Mexico has been successful overall, but the plant does not always deliver what is needed and is sometimes late in delivering parts to the NAW.
The corporation installed SAP several years ago. You have been far too busy to thoroughly investigate all of the details, but everyone in the organization seems to be satisfied at some level with the system.
Because you are the STO (Senior Technical Officer) of your division, you also manage the client support group (located near the St. Louis airport) which consults with clients on selecting which products to purchase and offers consulting/project management services for installing your products. Your direct reports include the Plant Manager in Cape Girardeau, the Plant Manager in Mexico, the Divisional Supply Chain Manager, the Manager of Product Quality Control, and the Divisional Customer Support Manager. Your chief peers are the Director of Marketing and the
Manager of the Divisional Headquarters staff. Order entry reports to the Director of Marketing.
Purchasing, Accounting, Finance, HR, and IT functions are handled at the corporate level. The manager of the NAW formally reports to the VP of the automotive division, but he is tasked to serve all three divisions equitably.
Several months ago, a new CEO took the reigns of your parent company. She is looking to improve profits, and is tasking all three divisions to reduce costs. For your division, she is particularly interested in reducing inventory while maintaining (improving) current customer service levels. She also questions whether having the Customer Support staff centrally located in St. Louis is really the best way (in terms of cost and service) to service your customers.
Your boss, the Divisional VP, has asked you to put together an analysis of your division's operations and to produce a plan to improve operations with an eye to reducing costs.View Full Posting Details