Business Case for the Application of Lean Design at XYZ, Inc.
This field project is an exercise in developing change in a business where aging strategies threaten the competitiveness of the business as a whole. Research and analysis into the market, for XYZ, Inc., are used to build the case that the market has changed. Old methods of competing are no longer effective at maintaining the market lead. Recent loss of the market lead is direct evidence that the company has not been paying attention to the low-end of the market and that a new strategy is needed. The current method of Lean Design is explored as it relates to revitalizing businesses, without the higher risk of new product development. Exploring the history and expert commentary of Lean Enterprise helps the reader develop insight into the correct way to achieve positive results for a business and how to avoid common pitfalls. To help XYZ executive management understand the benefits of Lean Design, a pilot project is proposed. Two project approaches will be addressed. The first project, Project A, is the first impression method, which explores the expected question of: Why not implement the change on all Appliance-A products? The purpose of addressing Project A before jumping to the best solution is to preemptively prevent the project from starting off on a high-risk path. The second project, Project B, is the best-result method, which explores the lowest-risk with highest-gain approach. Creating a small win for the business, without risk, should pave the way for a positive improvement in the organization and allow for a strategy, which could lead to an eventual recovery in the market. Operational metrics combined with project estimates clearly shows that capital investment for these projects will be recovered quickly. Sensitivity analysis for the projects shows which elements are the most critical. Finally, an intuitive understanding of the project risks directs a clear path for the best choice. Implementation of Lean Enterprise is a complex endeavor and requires efforts that transcend this business case. The final portion of this field project points out several areas where further research and analysis could augment a fuller more complete implementation of Lean Enterprise.
|Year of publication:||
|Authors:||Godsy, Robert C.|
|Type of publication:||Other|
Persistent link: https://www.econbiz.de/10009430946
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