Strategic Operations Management - Moog Controls
INTRODUCTION
Moog Inc. is widely known as a worldwide manufacturer of aircraft and air control components and systems and other avionics instruments, navigation aids, state-of-the-art electronics, engine controls, surveillance and sensor systems, surgical instruments, robotics and many more, fulfilling the various needs of a wide and diversified client base. Hughes, Martin and Loral, Royal Ordnance and Boeing are but a few in their long list of customers
Moog,Inc. is one of the principal suppliers of flight control servo valves and servo actuators used in military and commercial aircrafts – primary components in steering aircraft and missile directions.In 1985 Moog established a manufacturing operation in Baguio, City, Philippines which currently has more than 1,000 employees. The civil servo valves undergo final phase manufacture and assembly in this facility.
Almost sixty years later and with fourteen top-of-the line facilities distributed worldwide, and surviving several internal and external crises, Moog Inc. has greatly superseded the founder’s expectations.
This report would like to present current strategic operational processes being used by Moog Controls, Inc., Philippines, primarily those involved in human resource management and production, and the impact of these innovations to the whole organization.
PROBLEM IDENTIFICATION
When Moog Controls, Philippines started its operations in 1985, the following were seen as problems:
• Looking for the right employee for the job was difficult enough with the on-going brain-drain phenomenon in the Philippines. Other than that, the call to work for organizations abroad that offer higher pay as well as better benefits was becoming stronger also because of the political and social environment of the country.
• Machinery was difficult to bring into the city, simply because it took a six-hour drive from Manila. Looking for equipment that can be transported easily, as well as updated easily and regularly was
Moog Inc. is widely known as a worldwide manufacturer of aircraft and air control components and systems and other avionics instruments, navigation aids, state-of-the-art electronics, engine controls, surveillance and sensor systems, surgical instruments, robotics and many more, fulfilling the various needs of a wide and diversified client base. Hughes, Martin and Loral, Royal Ordnance and Boeing are but a few in their long list of customers
Moog,Inc. is one of the principal suppliers of flight control servo valves and servo actuators used in military and commercial aircrafts – primary components in steering aircraft and missile directions.In 1985 Moog established a manufacturing operation in Baguio, City, Philippines which currently has more than 1,000 employees. The civil servo valves undergo final phase manufacture and assembly in this facility.
Almost sixty years later and with fourteen top-of-the line facilities distributed worldwide, and surviving several internal and external crises, Moog Inc. has greatly superseded the founder’s expectations.
This report would like to present current strategic operational processes being used by Moog Controls, Inc., Philippines, primarily those involved in human resource management and production, and the impact of these innovations to the whole organization.
PROBLEM IDENTIFICATION
When Moog Controls, Philippines started its operations in 1985, the following were seen as problems:
• Looking for the right employee for the job was difficult enough with the on-going brain-drain phenomenon in the Philippines. Other than that, the call to work for organizations abroad that offer higher pay as well as better benefits was becoming stronger also because of the political and social environment of the country.
• Machinery was difficult to bring into the city, simply because it took a six-hour drive from Manila. Looking for equipment that can be transported easily, as well as updated easily and regularly was