The Eaton Corporation is a corporation committed to implementing and advancing the technology they use throughout the companies four-business segments Automotive, Fluid Power, Electrical, and Truck. However Eaton isn’t solely committed to the advancement and implementation of technology in the products they design and create, Eaton also works to implement technology in their everyday business practices such as Production, Sales and Marketing, and Human Resources.
Production is a large part of the Eaton Corporation, “Eaton is a global leader in fluid power systems and services for industrial, mobile and aircraft equipment; electrical systems and components for power quality, distribution and control; automotive engine air management systems, power train solutions and specialty controls for performance, fuel economy and safety; and intelligent truck drive train systems for safety and fuel economy.” With Eaton’s broad range of products efficiency in the production process is extremely important to Eaton. To maximize efficiency in the production process Eaton uses the Eaton Lean Six System this system helps allow Eaton increase the performance of the company by eliminating waste, simplifying processes, reduce cycle times, and more effectively deploy resources to it’s business segments all of which work to help Eaton increase their profits. Another system Eaton uses is known as PROLaunch, this system allows Eaton to speed of the production process of its products. PROLaunch guides Eaton’s production of new products from concept to completion using a, “set of integrated processes” to help speed up the development process of Eaton’s new products.
Eaton also uses technology in their approach to Sales and Marketing. Eaton has to approach Sales on an incredibly large scale, with Eaton’s sales in 2004 topping $9.8
Billion and the company selling their products to customers in over 125 countries Eaton has developed a very successful Sales strategy. By using technology such as the Internet Eaton’s vast line of products are constantly available to any potential buyers. Using the companies website www.Eaton.com the Eaton Co. allows it’s potential customers to view and access information about all of Eaton’s products and also allows those customers to make inquiries to the division of Eaton that produces those products. Eaton also uses it’s website to allow customers the opportunity of E-Business transactions giving it’s customers nearly instantaneous access to purchase products from Eaton rather than having buy the product from an Eaton supplier. Eaton also uses it’s website to help in the Marketing of their products and services.
Lowe’s employs more than 260,000 people in more than 1830 stores; these employees are trained to provide exceptional customer service as well as receiving up-to-date product knowledge to assist customers with their improvement needs. In addition, Lowe’s has upgraded store information technology infrastructure to assist employees in accessing product data faster and easier. This is accomplished by providing the sales team with computers that have Internet access, and Ipad’s and Iphone’s loaded with specialized apps (Lowes, 2014).
Every business has an evolutionary clock speed measuring the rate of change in products, processes and capability. At the core of everything is the organizations ability to design a sustainable supply chain. When this becomes an organizations core competency, they are then positioned to continually win the temporary advantage. By simultaneously working to improve products, process design/creation and supply chains (three dimensional concurrent engineering), a company can drive the “turn of the helix” thus changing the clock speed for the industry.
The company has a very good information systems support in being able to make strategic and routine decisions. They research and look into every available option prior to committing to purchasing or contracting with the companies in making sure that they are able to make the best quality product at the lowest costs.
Albertson’s also has also taken steps to boost it average sales. Albertson’s goal is to fill every shopping cart to as full capacity as possible, as well as getting to know their customers a lot better. They have installed have installed a $50 million NCR Teradata where house in order to analyze customer data, and what type of products certain customers primarily purchase. They then plan to use their customer loyalty cards, so that they can match individual buying preferences against store inventories. Also through technology this data is available for analysis minutes after customers leave the store. This is a very valuable resource, because now Albertson’s may be able to reach its goal of having the right products, on the right shelves, at the right time.
Persoon, T.J., Zaleski, S., & Frerichs, J., (2006) Improving preanalytic processes using the principles of lean production (Toyota Production System). Am J Clin Pathol. 2006 Jan;125(1):16-25.
Based on future supplier contracts, shortening lead time for delivery of parts and materials establishing leaner processes, namely addressing wastes identified through implementing a Just-In-Time (JIT) system. A centralized wharehouse system, co-located near the manufacturing plant will reduce shipping and transportation costs or look for larger space with warehousing capacity. Savings, significant enough will be a factor if space with warehousing falls within the
and is especially popular among eBay customers. Fig.1 briefly illustrates Company’s business. The system enables its
The engineering section of aircraft manufacturing is quite old. It is characterized by a few firms that keep Rolls-Royce on its toes in terms of competition, like General Electric. The small number of firms can be justified by the high cost of starting of...
Amazon creates value for its customers by offering customer satisfactory services by managing retail operations with efficient use of technology. Operational efficiency is the strength of Amazon.com and supports the management to maintain its competitive advantage and enhance corporate performance.
has grown into a $49.7 billion corporation by clearly focusing on the goal of enabling commerce around the globe.
John Deere’s ability to operate profitably throughout their business cycle has been through proper supply chain management, rigorous cost controls, and lean productivity John Deere shows ambition towards future sustainment with agricultural equipment solutions and a larger global presence in their construction equipment product line. While agriculture equipment has gotten more powerful and larger than original designs, John Deere understands the importance of increased technology and innovation to meet the needs of customers around the world. John Deere strives to meet the business conditions for their customers by developing cost strategies that meet the goals and expectations of the current customer base and future
...ials to make their products rather than using materials that carries hazardous materials. There widespread of products help expand the company all around the world, and inspire the world with great performance and design.
Toyota’s core competencies seem simplistic, yet they are very powerful. There are two in which they focus on which is continuous improvement and respect for people. These core competencies are a part of their production system, better known as the Toyota Production System (TPS). The TPS is based on the philosophy “completely eliminating all waste”. Excess inventory, defective products, and unnecessary processing steps are all inclusive when discussing excessive waste, which eventually negatively effects the corporation as a whole. In 1924, Sakichi Toyoda created the Toyoda Automatic Loom, which improved productivity and work efficiency by eliminating wasteful practices and defective products. Kiichiro Toyoda believed that “the ideal conditions for creating things are more successful when machines, facilities, and people work together to add value without generating any waste.” (The orgin of the toyota production system,
In 1950s, Toyota has developed lean thinking. The Toyota Production System aspires to minimize waste and increase efficiency while at the same time enhances its product quality. From this initiative, Toyota managed to widen its competitive edge by employed fewer employees in the car production with a small number of flaw products.
In brief, Kellogg’s is the world’s leading breakfast cereal manufacturer (The Times 100, 2010). Kellogg’s has manufacturing plants in the UK, Canada, Australia, Latin America and Asia (The Times 100, 2010), thus Levy (2007) settles Kellogg’s must have established an international supply chain as a response to the globalisation in which needs to act responsibly. Furthermore, this essay will also demonstrate Kellogg’s lean production system, and how exploits that. Interestingly, Krajewski et al. (2009) has drawn attention to the fact that lean production is an operations system, which assists to exploit the value of the company, in this case, Kellogg’s activities by eliminating waste. Referencing to Paton et al. (2011) agrees lean production is based on a series of practices which mostly seen at Kellogg’s as a management approach, namely; just in time (JIT) which will be included in this essay. The rationale behind the choice is, The Times 100 (2010) highlights; Kellogg’s lean production enables the rearrangement of processes and removes waste. As it is known that in the supply chain, there are parts where waste can be found (Paton et...