Essay on Whirlpool Corporation - Giving Erp a Spin

The case shows the implementation of SAP ERP solution in NIBCO, a manufacturer of pipe and fittings, a mid-size manufacturer with about 3,000 employees and revenue over 460 million USD. The company

Whirlpool Europe’s implementation of an enterprise resource planning (ERP) system is a positive business investment. One of the biggest challenges that Whirlpool Europe faces is a disconnect in the information systems. This disconnect has led to a decrease in product availability, loss in sales, and an unreasonably high inventory. A new system will allow Whirlpool Europe to improve operating effectiveness and efficiency. The cost of implementation of the ERP is quite substantial. However, the benefits do outweigh the costs when net present value is calculated and compared. Once the ERP system is implemented, sales offices will be able to view inventory across the entire supply chain to determine what

In order to meet customer demands for higher product quality, to comply with federally-mandated environmental regulations, and to reduce production costs, HCC must spend $2,000,000 within the next three years to upgrade equipment. The upgrade is expected to result in production efficiencies that will lower material and labor costs by reducing defective products, process waste, in-process inventory, and production man-hours through simplified work processes. It has been over a decade since significant modifications were made to the production facilities. Those changes were mostly technical in nature and did not substantially alter work processes or reduce overall employment. The average productivity gain in the industry for the past five years has been 3% per year. Financing for the loan to purchase the equipment

Whirlpool Corporation is the largest global manufacturer of home appliances (Innovation at the Pace of Life, 2016). Although, Whirlpool is globally the largest manufacturer, they do not dominate all markets as they do in North America. In North America, Whirlpool’s strength lies in a strong and vast brand portfolio, consisting of seven brands (Fettig, 2016). In 2006, the United States Department of Justice approved the acquisition of Maytag Corporation by Whirlpool (Henriques, 2006). The acquisition served a two-fold purpose, seating Whirlpool in the number one market share position in North America and adding strong brands such as Maytag, Jenn-Air, and Amana to the portfolio. A series of acquisitions is accelerating growth for Whirlpool and ensuring global market leadership. Whirlpool acquired Italian manufacturer,

As pointed out in economic courses sunk costs are just that, sunk costs. They cannot be recouped and should not be a key point for the decision of future cost outlays. In this case I would follow that concept that those costs are sunk and to ignore those costs for the making the decision forward, unless from the aspect that after spending so much money and time with ITG there are not visible results and capability. That said, then looking to the Exhibit 3, Vendor Comparison, provides a very strong statement as you compare the vendors. Of the three named vendors on the chart ITG is woefully a no-show. Basically WRPS is their only agency in Canada where they have a presence, ITG is unlikely to meet requirements within the next 2 years and many of the other key requirements end up as a negative response, so they are easily a no-go for a selection. In addition, since their solution is proprietary adds to the concern. Changing now to the ESRI standard and to Windows will facilitate much easier integrations and applications use down the road, and reduce costs since the applications can be run on the same standard desktop instead of one proprietary for ITG solution and one for office

The Whirlpool Europe case provides an opportunity to look at different ways to evaluate a major IT investment the company is considering. To undertake this analysis we have to make a few assumptions because the case does not have all the details needed to estimate benefits and investment cost. However, if you were in a company faced with this situation, these numbers would be available.

Union carbide and the Bhopal disaster, is a disaster that happened due to a MIC gas leaked from the pesticide plant of union Carbide India Limited (UCIL) and killed almost half of the population in surrounding area closed to plant. Not following the rules and regulations that are required to run a pesticide company and moreover safety requirements were not followed according to the manual specified. UCIL goal was the same when we compare to any regular business, which is earning profits. They used to make profits, but exclusive of maintaining proper safety requirements, safety rules were four times below in compare to USA safety standards. Top level management is the key for whole organization but in this condition they were lacking safety

7 6. INFORMATION MANAGEMENT PLAN………………………………….. 8 6.1Staffing………………………………………………………………….8 6.2 Staffing Requirements………………………………………….8 6.3Training Needs………………………………………………………8 7.

Positioning the new merged entity of Ergon Energy and Energex as a customer-oriented, efficient business is one of the Government’s core merger objectives. In this update, we’re taking a closer look at how the customer team within the Future Operating Model workstream is rethinking the way the merged entity will interact with its customers and deliver the objectives. These include maintaining strong community trust; achieving sustainable prices; providing customers with greater choice; delivering efficiency savings to enable better customer outcomes; ensure high levels of safety, reliability and product excellence; and providing modern and contemporary products and services.

1) Evaluate the design and the implementation of the performance bonus program at DPC. What changes would you suggest, if any?

Emerson’s domestic mission is placed in the “star” or hold quadrant. This means that Emerson should focus on protecting its business unit’s market share and competitive position. Both of these missions are further explained under the BCG section of this report.

This paper investigates the implementation of ERP project at FoxMeyer Drugs in 1993. The paper will identify lessons learnt from the failure of the project implementation. However a critical analysis of what went right and wrong will be carried out.

These processes aims to build employee proficiency rapidly drive collaboration across the diverse internal business functions that use the ERP solution and ensure its on-going stability and efficient operation.

Cisco suffered from inertia when an attempt was made to engage business management in selecting software for their individual areas, and/or agreeing to participate in the ERP implementation project. List and explain reasons why management would hesitate to become engaged in the IT process/project.

Q a) Explain the 5 performance objectives. Discuss these with the help of a real life example of a process involving products & services, and analyze how the process can be improved upon?