Wausau Equipment Company Harvard Case Solution & Analysis

Wausau Equipment Company Case Solution

A lean firm knows the importance of its customers and works on its important procedures to enlarge them regularly. The main aim is to provide the consumer with the best possible price through the no-waste development process. To do so, change- align thinking is important that focuses on increasing different technologies, resources and upright divisions to increase efficiency and service flow across all chain of value, technology movement, goods and straight distribution to customers. Under this section, the Wausau organization has successfully used the basic connection of the firms as they found defects in the way they have treated clients previously. Managers chose John Steiger after identifying the difficulties which the firm was facing, where employees and administration were down, resulting in huge losses. The last mistake was based on the firm's defeat to select new fresh employees despite the challenges that were led by the older employees.

What should the Management’s next steps be in the execution of Lean?

Before making new progress, the first thing Wausau needs to do is to know Lean's current situation. The evolution of dependence and the execution of dependence are usually successful in two areas. On the other hand, Wausau has built an excellent administration team and has selected the right tools and tactics, which work in the incorrect operations. On the other hand, the administration team had a particular goal of reducing waste which it had achieved through suitable steps.

Wausau is facing a lack of skilled workers and dependable equipment. They rarely hire new employees, and their older employees are very close to their retirement. Furthermore, Wausau often has a doubtful culture of change, and its staff and administration have opposed to Lean's approach. Employees are not motivated to approve the administration practices that are based on past because of a sense of instability, and that is why their employee's morals are down.

Wausau also faces other challenges alongside labor issues, as the breaks of operating the equipment are increasing, and the effectiveness of the machine is declining. Also, inventory is high, and the firm has even lost some clients due to slower reply time and poor delivery services. High capacity setup takes resources in revenue, maintenance, and space and performance administration. To reduce WIP content, the Kanban structure can be implemented in resource administration. The Kanban structure is easy to install and understand, as it responds to MSD demands without taking further resources or work.

Wausau is also addressing problems with its manufacturing process. The current approach is served by lean dynamics. However, to make regular progress; the Wausau Equipment firm must instruct its employees to think and act responsibly, First through Deputy President Patterson. Patterson and his MSD had an unpleasant experience with another advising company, which led to his disappointment and favoritism toward lesser thinking. The lean process has achieved important success in minimizing the limited reprocess, which is an important symptom of quality. (recycling contributes 11.76% to total overall equipment loss).

Wausau should observe the outcome of the reliance process and see its success in display regarding what it has achieved, so that the managers and employees could be encouraged to continue working on a trusted process. It is known that most MSDs did not have the experience to evaluate the method. Defining the duties of each employee should be the first step towards continuous improvement. To keep its employees motivated, Wausau must explain mathematically what Lean has done in acknowledging the efforts of each group................................

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