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Essay / Research Paper Abstract
A 15 page paper discussing production problems at Wilkerson, Inc., a small manufacturer of custom-sized, high-quality windows for sale to residential builders in the local (Tennessee) area. The sales department has been gaining increasing influence in manufacturing, to the point that production schedules are virtually meaningless as Sales continually brings “rush” orders to the production manager and is able to insist that the production department provide the product right away. Sales dictates all aspects of operation, including pricing that does not take into account all of the costs of production. The paper makes recommendations that can serve Wilkerson well, beginning with taking the sales force off the production floor. Includes 1 chart. Bibliography lists 7 sources.
Page Count:
15 pages (~225 words per page)
File: CC6_KSmgmtOpsWilk.rtf
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Unformatted sample text from the term paper:
Inc. is a small manufacturer based in Knoxville, Tennessee. Its primary product is custom windows for residential builders, but it also supplies some commercial products and manufactures and sells
several associated products. Wilkerson has enjoyed healthy growth in recent years, and it has long outgrown its former approach to manufacturing. Currently,
the Sales department controls all aspects of operation, though it may not be fully aware of the control it has over the entire company. Problems for Manufacturing
Wilkersons manufacturing arm is faced with the monumental task of reading the minds of many individuals, not only those within the company, but those of customers
as well. Under current procedures, it makes little difference how well or how poorly production control plans the course and volume of factory production. The Sales department is
able to destroy any existing production plan at any time, insisting on rush orders taking precedence over those already in place, but then complaining that existing orders were not filled
when the production schedule was annihilated by "hand carried" rush orders that salespeople have walked through the facility. Problems Originating with Sales Harrison
(2002) reports on another company that faces the same kinds of problems as Wilkerson, where the sales function also has led the companys growth. The sales department delivers all
information to the customer regarding pricing, and they quote delivery dates from manufacturing to delivery. Recently, the sales manager has complained that the sales force receives many complaints about
late deliveries and that salespeople are spending far too much time in manufacturing. They strive to track orders through the production process, and they increasingly they hand deliver urgent
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