Aero Gear Inc.: Performance Measurement, Cost Management and Product Costing in a Lean Transition
Juhtumi analüüs: Aero Gear Inc.: Performance Measurement, Cost Management and Product Costing in a Lean Transition
1. Millist liiki ettevõte on Aero Gear? Milline on nende konkurentsi olukord juhtumis kirjeldatud hetkel?
Aero Gear is a small private owned (family business) precision-machining company , which supplies the aerospace industry. Aero Gear’ s customers were engaged in fierce competition for market share in the commercial aerospace sector. They pressed for cost reductions from their suppliers (Aero Gear). Foreign commercial and defence suppliers insisted on local sourcing of significant amounts of work as a precondition for accepting bids from manufacturers. In order to meet their demands companies were forced to divert subcontract work away from their local U.S. suppliers. The fact that
Aero Gear was located in a high wage state added to the competitive pressure. Aero
Gear’s customers would on short notice request delays or cancellation on orders for some parts and rapid acceleration of the delivery schedule on others. Aero Gear was a small customer with little leverage to negotiate frequent shipments and vendors for major materials had lead times as long as 50 weeks. Due to the current market situation and customers’ demands Aero Gear and other local aerospace suppliers decided to join together to improve overall efficiency and to work cooperatively to attract business beyond the capabilities of any one member company by implementing lean business practices.
2. Miks Doug Rose otsustas üle minna Lean tootmisele? Milliseid eesmärke püüti selle muutusega saavutada?
Dough Rose spearheaded the development of the Aerospace Components
Manufacturers organisation. The goal of Aero Gear and other local aerospace suppliers was to improve overall efficiency and to work cooperatively to attract business beyond the capabilities of any one member company. The ACM members decided that adopting and implementing lean business practices would
1. Millist liiki ettevõte on Aero Gear? Milline on nende konkurentsi olukord juhtumis kirjeldatud hetkel?
Aero Gear is a small private owned (family business) precision-machining company , which supplies the aerospace industry. Aero Gear’ s customers were engaged in fierce competition for market share in the commercial aerospace sector. They pressed for cost reductions from their suppliers (Aero Gear). Foreign commercial and defence suppliers insisted on local sourcing of significant amounts of work as a precondition for accepting bids from manufacturers. In order to meet their demands companies were forced to divert subcontract work away from their local U.S. suppliers. The fact that
Aero Gear was located in a high wage state added to the competitive pressure. Aero
Gear’s customers would on short notice request delays or cancellation on orders for some parts and rapid acceleration of the delivery schedule on others. Aero Gear was a small customer with little leverage to negotiate frequent shipments and vendors for major materials had lead times as long as 50 weeks. Due to the current market situation and customers’ demands Aero Gear and other local aerospace suppliers decided to join together to improve overall efficiency and to work cooperatively to attract business beyond the capabilities of any one member company by implementing lean business practices.
2. Miks Doug Rose otsustas üle minna Lean tootmisele? Milliseid eesmärke püüti selle muutusega saavutada?
Dough Rose spearheaded the development of the Aerospace Components
Manufacturers organisation. The goal of Aero Gear and other local aerospace suppliers was to improve overall efficiency and to work cooperatively to attract business beyond the capabilities of any one member company. The ACM members decided that adopting and implementing lean business practices would