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GOOD PRACTICES
 Cost leadership as Order Winning Dimension.
 Free production line transfer.
 High investment in R&D.
 Maximum utilization of resources : 3 x 8 x 365
 Use of Total Productive Maintenance process.
 Strategic alliance with Wal-Mart and K-Mart.
 Self sufficiency in core components
manufacturing (took initiative in manufacturing
magnetrons).
BAD PRACTICES
 Centralized Decision Making.
 No Concurrent Engineering (Less co-ordination
between R&D – Testing – Operation).
 Exploitation of production capacities.
 Parameters for forecast was not adequate.
 No proper emphasis on PLC.
 No emphasis on international marketing
strategies and ignorant towards cultural
differences in overseas market.
 Ignorance of data records and compliances with
code of practice.
PROBLEMS
 Problems on prioritizing between ODM – OEM –
OBM.
 Withdrawal by suppliers.
 Demand of low volume and high variety of
products.
 Rapid wear and tear of machineries.
 OBM was a failure in overseas market.
 Information flow was slow and inadequate.
SOLUTIONS
 Should follow OEM – ODM – OBM.
 Should increase production capacity of
magnetron.
 Should make small scale production of various
product.
 Scheduling maintenance of machineries at
regular intervals.
 Should emphasize on brand building and adopt
good marketing strategies, overseas.
 Should follow horizontal, vertical and diagonal
flow of information (Decentralized Decision
Making).
Operation Strategy at Galanz
Operation Strategy at Galanz

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Operation Strategy at Galanz

  • 1.
  • 2. GOOD PRACTICES  Cost leadership as Order Winning Dimension.  Free production line transfer.  High investment in R&D.  Maximum utilization of resources : 3 x 8 x 365  Use of Total Productive Maintenance process.  Strategic alliance with Wal-Mart and K-Mart.  Self sufficiency in core components manufacturing (took initiative in manufacturing magnetrons).
  • 3. BAD PRACTICES  Centralized Decision Making.  No Concurrent Engineering (Less co-ordination between R&D – Testing – Operation).  Exploitation of production capacities.  Parameters for forecast was not adequate.  No proper emphasis on PLC.  No emphasis on international marketing strategies and ignorant towards cultural differences in overseas market.  Ignorance of data records and compliances with code of practice.
  • 4. PROBLEMS  Problems on prioritizing between ODM – OEM – OBM.  Withdrawal by suppliers.  Demand of low volume and high variety of products.  Rapid wear and tear of machineries.  OBM was a failure in overseas market.  Information flow was slow and inadequate.
  • 5. SOLUTIONS  Should follow OEM – ODM – OBM.  Should increase production capacity of magnetron.  Should make small scale production of various product.  Scheduling maintenance of machineries at regular intervals.  Should emphasize on brand building and adopt good marketing strategies, overseas.  Should follow horizontal, vertical and diagonal flow of information (Decentralized Decision Making).