Bayonne Case Study Solution

It is not pleasant to describe an organization starting with the problems. The case of Bayonne is different. We need to detect the problems to plan in a proper way the future. I would begin my analysis through the words of the Manager of Fold&Glue department Rick Gomes in Bayonne. He told John Milliken, New Operations VP: “We get a lot of problems that are not our fault”. Buck-passing never is a good practice, in life as in business, but this time I will show you that Mr. Gomes has his own share of reason to have declared that. The first aspect that I want to deepen is the lack of communication and intradepartmental coordination. The managers of Bayonne, usually, make the decisions without pondering the consequences for the other departments.

It is not quite good, using a fine euphemism, that the 1.5% of the customers rejects the products. Analysing the performance, we should remember that 51% of the orders are late. It is obvious, according to these data, affirming that Bayonne does not have any ability to manage the variability on delivery. This is probably the more urgent problem that asks to pay special attention for the imminent future. As we will see, Heidelberg press machine is the slowest, it is having capacity constraints and it represents the Bottleneck. I have to point out the total lack of reliability of the computerized scheduling system because the operator does not provide accurate data. In this way, every department works by itself and without hope to be linked to the others. Without any computerized scheduling, the statement of Mr. Gomes becomes the bitter truth about the coordination problem in Bayonne. The maintenance department works always “after” that something has happened. The corrective and breakdowns situations are covered but without a plan for preventive or predictive maintenance. As Hippocrates told 25 centuries ago: “prevention is better than cure”. This is worth for the human body but also for the machinery of

The QC Manager, Fran Schuler and the Plant scheduler, Jim Worthen should be fired suddenly. Their influence is more than negative, and their results are simply disastrous. The new managers should improve the informatization of the production process. The ERP system and the computerized scheduling system which will provide accurate information are indispensable in Bayonne because it is not coherent to pursue a Just in Time philosophy without timing respect. These measures, for sure, will help to fulfil the consumers’ requests and the satisfaction of the customers will