Silvio Napoli Final
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This document is a case study report on Silvio Napoli at Schindler India. It is divided into sections written by different group members. Farah Ellenbogen provides a brief history of Silvio Napoli and current issues facing Schindler India. Angela Vehige gives an overview of alternatives to address the issues. Agata Smieciuszewski discusses the pros and cons of the alternatives. Austin Lee makes a recommendation. ShantAsirbvadam outlines an implementation strategy and how to avoid potential pitfalls.
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Silvio Napoli at Schindler India
This document summarizes a SWOT analysis and current issues for Silvio Napoli at Schindler India. It identifies strengths such as standardization and market potential, weaknesses like lack of marketing and customization, and opportunities in growing market segments. Threats include rising import duties and strong competition. Current issues include orders for non-standard products, increased costs, and lack of cooperation from European plants. The document provides advice Silvio could give on a non-standard glass wall elevator order and an implementation plan to address issues through standardization, new marketing, local sourcing, and revised forecasts.
Schindler case study
Silvio Napoli was appointed Vice President of Schindler South Asia to establish Schindler's operations in India. His business plan focused on selling standardized elevator products and outsourcing manufacturing. However, the plan faced challenges from non-cooperation within Schindler, increasing import duties, and competition offering customized products. While the plan was partially successful initially, issues with communication, commitments, and understanding customer needs led to lack of enthusiasm and pressure within the organization. Currently, Schindler India has expanded operations across several major cities under CEO Silvio Napoli.
Silvio Napoli at Schindler India-HBS Case Study
Silvio Napoli was appointed as the head of Schindler's new subsidiary in India in 1997. He recruited an Indian team and developed an initial plan to standardize elevator products, outsource manufacturing, and achieve breakeven within 4 years. However, challenges emerged such as lack of support from European plants and large increases in import duties. While Napoli's initial strategies focused on costs, his impatience and lack of flexibility made adapting to the new challenges difficult.
Silvio Napoli at Schinder India
The document summarizes the history and operations of Schindler in India. It discusses that Schindler was established in 1874 in Switzerland and began elevator manufacturing in 1889. In 1995, Schindler approved a $10 million business plan to establish operations in India to take advantage of rapid urbanization and economic liberalization. They hired Silvio Napoli to create an Indian subsidiary and planned to outsource manufacturing to lower costs and avoid high import tariffs. However, the implementation of the business plan stalled after 8 months due to key management conflicts, increased costs, and import duties.
Schindler in india – case analysis
1. The document discusses the Indian elevator industry market segments and key players like Otis.
2. It analyzes factors driving growth in the industry like urbanization and increasing population as well as challenges from regulations and new entrants.
3. The supplier management is a key success factor given the stringent manufacturing process for elevators and customized solutions can increase costs and lead times.
Baldwin Bicycle
The Baldwin Bicycle Company was approached with a proposal from Hi-Valu to supply bicycles under certain terms. The proposal would increase Baldwin's sales volume but also increase costs. Baldwin identified two alternatives: accept or reject the proposal. Quantitative analysis showed accepting the proposal would result in a net added contribution of $324,463.77. Qualitative factors also favored accepting as it could utilize excess capacity and expand into a new market segment. The conclusion was to accept the proposal due to its potential for returns.
Anshu amazon fresh case study
AmazonFresh is a grocery delivery service owned by Amazon that is available in some US states, London, Tokyo, Berlin, Hamburg, and Munich. It offers same-day or next-day delivery of grocery items from its stores. While online grocery faced challenges after the failures of Webvan and HomeGrocer, AmazonFresh aimed to address issues like long lead times, the need for its own logistics infrastructure, and customer density through solutions like owning warehouses and delivery fleets. It focused on expanding conveniently while refining its business model and expanding carefully to a second major city.
Operations strategy at galanz
Galanz is the largest microwave oven manufacturer in the world. It pursued a strategy of low-cost production through economies of scale and process improvements. This allowed it to gain 60-70% of the domestic market share in China by 2002 and 50% of the international market by 2007. However, Galanz now faces challenges such as low overseas brand awareness and capacity issues. It must determine the best strategy going forward for its OEM, ODM, and OBM businesses to maintain competitive advantage.
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Silvio Napoli at Schindler India
This document summarizes a SWOT analysis and current issues for Silvio Napoli at Schindler India. It identifies strengths such as standardization and market potential, weaknesses like lack of marketing and customization, and opportunities in growing market segments. Threats include rising import duties and strong competition. Current issues include orders for non-standard products, increased costs, and lack of cooperation from European plants. The document provides advice Silvio could give on a non-standard glass wall elevator order and an implementation plan to address issues through standardization, new marketing, local sourcing, and revised forecasts.
Schindler case study
Silvio Napoli was appointed Vice President of Schindler South Asia to establish Schindler's operations in India. His business plan focused on selling standardized elevator products and outsourcing manufacturing. However, the plan faced challenges from non-cooperation within Schindler, increasing import duties, and competition offering customized products. While the plan was partially successful initially, issues with communication, commitments, and understanding customer needs led to lack of enthusiasm and pressure within the organization. Currently, Schindler India has expanded operations across several major cities under CEO Silvio Napoli.
Silvio Napoli at Schindler India-HBS Case Study
Silvio Napoli was appointed as the head of Schindler's new subsidiary in India in 1997. He recruited an Indian team and developed an initial plan to standardize elevator products, outsource manufacturing, and achieve breakeven within 4 years. However, challenges emerged such as lack of support from European plants and large increases in import duties. While Napoli's initial strategies focused on costs, his impatience and lack of flexibility made adapting to the new challenges difficult.
Silvio Napoli at Schinder India
The document summarizes the history and operations of Schindler in India. It discusses that Schindler was established in 1874 in Switzerland and began elevator manufacturing in 1889. In 1995, Schindler approved a $10 million business plan to establish operations in India to take advantage of rapid urbanization and economic liberalization. They hired Silvio Napoli to create an Indian subsidiary and planned to outsource manufacturing to lower costs and avoid high import tariffs. However, the implementation of the business plan stalled after 8 months due to key management conflicts, increased costs, and import duties.
Schindler in india – case analysis
1. The document discusses the Indian elevator industry market segments and key players like Otis.
2. It analyzes factors driving growth in the industry like urbanization and increasing population as well as challenges from regulations and new entrants.
3. The supplier management is a key success factor given the stringent manufacturing process for elevators and customized solutions can increase costs and lead times.
Baldwin Bicycle
The Baldwin Bicycle Company was approached with a proposal from Hi-Valu to supply bicycles under certain terms. The proposal would increase Baldwin's sales volume but also increase costs. Baldwin identified two alternatives: accept or reject the proposal. Quantitative analysis showed accepting the proposal would result in a net added contribution of $324,463.77. Qualitative factors also favored accepting as it could utilize excess capacity and expand into a new market segment. The conclusion was to accept the proposal due to its potential for returns.
Anshu amazon fresh case study
AmazonFresh is a grocery delivery service owned by Amazon that is available in some US states, London, Tokyo, Berlin, Hamburg, and Munich. It offers same-day or next-day delivery of grocery items from its stores. While online grocery faced challenges after the failures of Webvan and HomeGrocer, AmazonFresh aimed to address issues like long lead times, the need for its own logistics infrastructure, and customer density through solutions like owning warehouses and delivery fleets. It focused on expanding conveniently while refining its business model and expanding carefully to a second major city.
Operations strategy at galanz
Galanz is the largest microwave oven manufacturer in the world. It pursued a strategy of low-cost production through economies of scale and process improvements. This allowed it to gain 60-70% of the domestic market share in China by 2002 and 50% of the international market by 2007. However, Galanz now faces challenges such as low overseas brand awareness and capacity issues. It must determine the best strategy going forward for its OEM, ODM, and OBM businesses to maintain competitive advantage.
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Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
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Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
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Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
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It then presents a sample problem asking how many units of each style Wally Obermeyer should order from its Hong Kong production. Using forecasting data and calculations, it recommends production quantities for 10 styles that meet the minimum order of 10,000 units.
Recommendations are made to improve Obermeyer's forecasting accuracy, reduce lead times, increase Chinese worker efficiency, and source non-standard zippers closer to reduce lead times. Long-term, shifting more production to Hong Kong is suggested due to lead
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2) Big Bazaar has achieved competitive advantage through lower costs from economies of scale, building strong supplier relationships, and continuously upgrading its capabilities.
3) Big Bazaar addresses the threat of substitution by launching multiple new retail formats to meet various customer needs. It has also developed in-house brands to reduce dependency on suppliers.
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International survey: key factors for a successful economic growth
Quali saranno i fattori di successo per una crescita economica sostenibile?
Una survey internazionale condotta da Mercuri Urval su i principali Paesi dell\'Europa occidentale, coinvolgendo più di 800 Manager e CEO, ci svela che....
International Survey: key factors for a successful economic growth
Quali saranno, nel breve medio termine, le principali leve per promuovere una crescita aziendale stabile e duratura?
Una survey effettuata da Mercuri Urval su oltre 800 Manager e CEO di importanti aziende situate nei principali Paesi europei, ci svela che....
intro tpm ref guide.ppt
The document discusses Nestlé's TPM reference guide, which provides a framework for factories to implement Total Productive Maintenance (TPM) consistently. It outlines the structure and content of the guide, including implementation strategies, examples of selecting a pilot line, and defining the roles and responsibilities in the TPM organization structure. The guide is designed to align various TPM models under one common approach and terminology. It focuses on the initial implementation phase for reference factories and partners.
Topic 3 Driving Operational Innovation
ACPS 2010, Module 6, Services Innovation
Topic 3
Driving Operational Innovation
Lean Six Sigma and its limitations in driving business model innovation
Remanufacturing lecture Bologna
This document provides an overview of remanufacturing and discusses remanufacturing opportunities in Bologna, Italy. It defines remanufacturing, provides examples, and discusses the environmental and economic benefits. It introduces the WARM methodology for assessing remanufacturing project viability. While remanufacturing can benefit sustainability, some challenges include resistance from original equipment manufacturers and delayed adoption of more efficient technologies. The document proposes promoting best practices, standards, and policy support to help establish remanufacturing and assess opportunities using the WARM methodology.
LABP in ASQ Six Sigma Forum
The document discusses applying lean principles to business processes and administrative functions, not just manufacturing operations. It provides an overview of common constraints that arise from support areas like sales, purchasing, engineering, and accounting. These constraints can inhibit improvements achieved on the shop floor. The author advocates using tools like strategic alignment, process mapping, and value stream analysis to identify waste and constraints in business processes. Addressing these administrative constraints through techniques like standard work and visual management can help sustain lean initiatives and further reduce bottlenecks to operations.
Six Sigma
The document discusses the need for organizations to change in order to improve quality, control costs, and ensure on-time delivery. It states that failing in these three areas can result in loss of competitiveness. Successful companies analyze how to deal with changing customer demands, competitors, technologies, and market dynamics, which requires reviewing and updating products, services, and quality. The document also provides an overview of Six Sigma, including its history and methodology of Define, Measure, Analyze, Improve, and Control (DMAIC). Key aspects of Six Sigma projects such as identifying Critical-to-Quality characteristics and creating a project charter are also summarized.
Practical Product Management for new Product Managers
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
Test Process Improvement with TPI NEXT - what the model does not tell you but...
The document discusses the Test Process Improvement (TPI) NEXT model. It describes how the model divides testing into 16 key areas and 4 maturity levels, and provides 157 checkpoints and improvement suggestions. The results of an assessment using the model are presented visually in a testing maturity matrix. The document emphasizes that properly defining and implementing improvements are critical steps, and discusses challenges organizations may face in the improvement process and how to address them.
Competitive Dynamics in the Watch Industry: the Swatch Case Study
How can watch manufacturers survive in their fast-evolving environment? What should be their reaction to smartwatches and constantly changing forces? How can they differentiate from competitors?
The document proposes a strategic plan from the perspective of the Swatch Group Ltd.
Policy Administration Rationalization Doc
The document discusses back office systems challenges faced by insurance companies and options for addressing them. It covers factors driving change, how companies are responding, and lessons learned from replacement projects. Key points include that complete replacement costs $50-100M over 2-5 years but some benefits can come from front-end improvements. It's important to justify goals and have a clear vision, structure, and early benefits.
Chapter 11_ The role of quality in performance management.pdf
This document discusses quality management and performance. It defines key terms like quality management, quality control, quality assurance and total quality management. It describes approaches like Six Sigma, Japanese practices of kaizen costing and target costing, just-in-time and total quality management. Quality certification standards like ISO 9000 are explained. The importance of quality costs and continuous improvement are discussed. Specific techniques like kaizen and total quality management are described along with examples of successes and failures in their implementation.
Customer supplier integration
The document discusses integrating customers and suppliers into new product development. It provides guidance on assessing customer needs through interviews and matrices to understand priorities. It also discusses evaluating suppliers' capabilities, technology roadmaps, risks, and rates of technological change to determine if and when to involve them. The optimal level of supplier integration depends on factors like technology volatility and the supplier's expertise.
Customer supplier integration
The document discusses customer and supplier integration into new product development. It provides guidance on conducting customer needs assessments to understand customer needs and satisfaction. It also discusses best practices for supplier integration, including identifying supplier capabilities, assessing technology alignment and risks, and determining the optimal timing for supplier involvement. The key is balancing the benefits of supplier expertise and shared risks against potential lock-in to supplier technologies.
Om0013 advanced production and operations management
This document provides information about getting fully solved assignments. It gives a mail ID and phone number to contact for assignment help. It provides details like the semester, subject code, name, credits and marks for the Advanced Production and Operations Management subject. It also includes sample questions and answers related to the subject matter. The questions cover topics like types of operational strategies, computer-aided manufacturing, applications of just-in-time, new product development, V4L principles and demand management.
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International survey: key factors for a successful economic growth
International survey: key factors for a successful economic growth
International Survey: key factors for a successful economic growth
International Survey: key factors for a successful economic growth
Practical Product Management for new Product Managers
Practical Product Management for new Product Managers
Test Process Improvement with TPI NEXT - what the model does not tell you but...
Test Process Improvement with TPI NEXT - what the model does not tell you but...
Competitive Dynamics in the Watch Industry: the Swatch Case Study
Competitive Dynamics in the Watch Industry: the Swatch Case Study
Chapter 11_ The role of quality in performance management.pdf
Chapter 11_ The role of quality in performance management.pdf
Om0013 advanced production and operations management
Om0013 advanced production and operations management
Silvio Napoli Final
- 1. February 15, 2011 ` Silvio Napoli Case Group 2: Farah Ellenbogen- Brief History/Current Issues Angela Vehige - Overview of Alternatives Agata Smieciuszewski- Pros and Cons of Alternatives Austin Lee- Recommendation ShantAsirbvadam- Implementation Strategy/ Avoiding Pitfalls
- 2. Brief History Silvio Napoli T.A.K Matthews Mehar Karan Singh
- 3. Current Issues Orders for nonstandard products (plan for core, standardized products only) Increased costs (due to customs duties and transfers) Lack of European plants’ cooperation with local sources Key management personality conflicts No installations after 8 months (50 planned for year 1)
- 5. Alternatives – Pros & Cons
- 6. Recommendation Two Standards – With and Without Glass Best alternative as it provides an additional option to give customers some variety. Keeps to the basic concept of the original standardization strategy, but will not require a complete overhaul of the current business plan. Most cost effective alternative. Standardization will allow for minimized costs through increased automation and utilization of economies of scale. Simplifies Sales and Maintenance training programs.
- 7. Implementation Strategy & Avoiding the Pitfalls
- 8. Q & A ?
- 9. References “Board and Management.” SCHINDLER.COM. Schindler Management Ltd. Web 9, Feb. 2011. <http://www.schindler.com/group-index/group-kg-about/group-kg-manage/group-kg-ir-gov-mancv.htm> Fagan, Perry., Michael Yoshino, Christopher Bartlett. “Silvio Napoli at Schindler India (A)” Harvard Business School, November 6, 2006 “Meet the Elevator World India Staff.” ELEVATORWORLD.COM. Ricia S. Hendrick, Web. 9 Feb, 2011. http://www.elevator-world.com/Extras/Mar08/staff.html> ”Voyager: Partners Limited.” REDCATALYST.COM. Voyager Partners Limited. Web. 9 Feb. 2011. <http://www.redcatalyst.com/voyagerpartners/newwebsite/vp_meharks.html>