Cessnas Logistics System Essay Example | Topics and Well Written Essays - 1000 words

Cessnas Logistics System - Essay ExampleThe process would speed up based on the moods and temperaments of the people obscure. It was enthusiasm and cheerleading that drove the supply chain management process, and such could non continue or survive changes in management, not to say that such an antiquated, boss-centric way of working would counterbalance the play alongs competitiveness in this modern age when speed, quality, and devotion to customer satisfaction are what determine the excerpt of a modern corporation.Katzorke realized that the system had to change into virtuoso that he called more rational, i.e., one attuned to the more modern way of management that was based on clear goals and the alignment of the efforts of all involved with and towards these goals. This is in contrast with the traditional or old-fashioned system whereby following the rules of the game, such as typewrite up requisition forms, filling them, ordering, producing, delivery, testing, reworking, etc. follow a slow process of iteration that takes succession and hails money.Recognizing, at all levels of Cessnas organization, that the business world has changed was the first help that these tools and practices gave the company. Without such admission to change, Cessna would not have embraced the 21 tools and practices of change. Although it was only hinted towards the end of the case, Katzorke must have used the language of money - cost reductions and higher profits - that, fortunately, is timeless and easily understood by everyone in the company.The 21 tools had one over-all goal, which was to ignore supply chain management, and four objectives or steps that lead to it driving the best manageable supply-based rationalization decisions, accelerating the supply-base rationalization process, improving suppliers performance, and integrating key suppliers with the companys critical business, manufacturing, and design processes.The first objective meant that the company had to wit ness the best way to change the supply chain management (SCM) system. This it did by outlining clear targets for the whole company and for the SCM system, communicating these simply and clearly to the whole company (using the catchy slogan Cessna 20/20), and securing total buy-in from everyone. This was an substantial step when effecting change, because unless total agreement is secured, the work of getting things done will slow down, perhaps go along unattained, or even worse, reverse its course once the ideas champion leaves the scene.The use of benchmarking with the Baldridge helped the process along, as it conjugate the change effort with the image of improving quality and focusing on total customer satisfaction. And to fight against complacency and laziness, stretch goals were set. These were ambitious targets that posed a challenge to everyone to do their best and in a way that was consistent with the objective of giving all of ones efforts. This reminded both workers and suppliers that Cessna wants to build the best planes and that this would be possible only if everyone did their best. There was no room for slackening and third-rate efforts here.The second objective was to accelerate or speed up the process. Having high goals and ambitious targets are good, but if no one lights a send packing underneath everyone, those same high goals would be nice to look at and