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1. Case VI-I Vitreon Corporation: The Hyalite Project จิราภรณ์ ยุทธศรี 5002680139

2. CASE SUMMARY

3. Summary : Considers decisions facing the leader of a manufacturing staff project team assigned to a plant where yields have deteriorated sharply . The process is complex : the plant organization is not cooperative, and there are deep disagreements about what is wrong and how to fix it . Case VI-I Vitreon Corporation: The Hyalite Project

11. Making Hyalite products consisted of three main steps: 1.Melting – The first step was preparation of the different types of molten glass that constituted the various layers. These mixtures were prepared in separate electrically heated vats. Each vat was monitored to ensure that the ingredients of the glass were in correct proportion and at the appropriate temperature. The base layer was poured continuously onto a narrow moving strip. The other layers were poured on top of each other at precisely controlled intervals. Minor deviations from the recipe could lead to major problem, often requiring ad hoc solutions using the unprogrammable skill and deep experience of the operators and technicians. Some problems in this stage is the existence of blisters, stones, and streaks (imperfect melted or mixed ingredients). Despite the difficulty of maintaining control over the melting operation and of correcting it when problems developed, Vitreon had been able to achieve yields as high as 95 percent at this stage of process.

12. 2.Molding – Rectangles of the soft glass sandwich were cut off the moving strip and moved onto a series of separated conveyor belts. Each slab was inserted between the jaws of a compression-molding device that contained molds for the particular parts being produced. After the parts were stamped out, they continued down the conveyor line while the glass trim was discarded. Despite the apparent simplicity of the process, it was generally considered to be even more difficult to control this stage than the melting stage. Typical problems included the basic dimensional specifications of the product, its edge configuration, and buckling and Flattening after molding. These made it difficult to achieve more than 80 percent efficiency during this stage.

13. 3.Finishing – The operation comprised heat treating the molded objects, then applying one of several possible coating, from the functional to the ornamental. This operation occurred as the objects passed on conveyor belts through long ovens. The seldom-attained target yield was 95 percent The unique characteristics of the three stages made over all control and fine-tuning of the total process quite difficult. Moreover, it was often difficult to isolated which part of the process fault because there was a high degree of interrelation among them. And, finally, once a problem and its cause were identified, it sometimes took a long period of trial-and-error fiddling until people could be convinced that it was indeed corrected.

15. Organization at Fontana Plant Melting Molding finishing Plant manager Production superintendent Maintenance and engineering Production planning and Inventory control Personnel

16. Industrial Products Division General Manager M&E Division A. Harris Hyalite Review Board President P. Conner Director of Manufacturing J. Welsh Processing Engineering A. Gupta Equipment Development B. Wisniewski Fontana Plant J. MacIntosh Hyalite Review M. Andrews Organization Chart

20. CASE ANALYSIS

23. Market Lead customers Value Contribution Marketing Engineering Manufacturing Management Diagram of the Critical Elements of the New Product Development Process

24. Market Lead customers Value Contribution Marketing Engineering Manufacturing A Model of Internal and External Learning Learning by doing Learning by using Learning by failure Management

25. Existing organization Home base Newness of organization Existing market Existing Technology Newness of Technology Newness of market Learning by Moving Away from Home base

26. Q&A