Case Study 2: Implementation Strategies

Anonymous

Question Description

Case Study 2: Implementation Strategies

Your proposed information system is still a contender. The executives, however, are asking whether it is too limited to prevent the shadow IT projects that continue to take place throughout the organization.

They believe that you have considered what the organization does now, but how will your system adapt to new products and processes? Read IQMS (2015) for a concrete example of what they mean.

You’ll have to quell their fears, so it’s time for another memo. Please focus on these points:

1. Identify any significant changes that your organization might reasonably make in its product offerings in the next 3 years. Explain the competitive benefits of this change.

2. Explain how your information system addresses or can adapt to the introduction of these new product offerings.

3. Give one reason why capabilities for the new product offerings should or should not be incorporated in the initial information system design. Justify your reason. Your memo should be 3–5 pages long.

Note: Assignment will be check for plagiarism.

Reference: IQMS. (2015). Quick Response Manufacturing Yields Lower Inventories & Improves cash flow. Retrieved from https://www.iqms.com/files/case-studies/quick-response-manufacturing.pdf

Case study 2 is based on the picture illustration.

Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.

1. Identify any significant changes in its product offerings that your organization might reasonably make over the next 3 years. Explain the competitive benefits of this change.

Weight: 30% (52.5 points)

Levels of Achievement:

Unacceptable Below 70% F 0 (0%) - 20.7 (13.8%)

Inadequate prediction of changes in product offerings Limited explanation of competitive benefits of change in product offerings

Fair 70-79% C 21 (14%) - 23.7 (15.8%)

Somewhat predicted changes in product offerings. Somewhat explained the competitive benefits of this change in product offerings.

Proficient 80-89% B 24 (16%) - 26.7 (17.8%)

Predicted significant changes in product offerings Explained the competitive benefits of these changes in product offerings

Exemplary 90-100% A 27 (18%) - 30 (20%)

Described the sustainability of the information system against any potential changes in the marketplace Proposed ideas for adapting the system to change

2. Explain how your information system addresses or can adapt to the introduction of these new product offerings.

Weight: 30% (52.5 points)

Levels of Achievement:

Unacceptable Below 70% F 0 (0%) - 25.88 (17.25%)

Did not explain how the information system addresses new product offerings Inadequate explanation of how the information system can adapt to some of new product offerings

Fair 70-79% C 26.25 (17.5%) - 29.62 (19.75%)

Explained how the information system addresses new product offerings Somewhat described how the information system can adapt to some of new product offerings

Proficient 80-89% B 30 (20%) - 33.38 (22.25%)

Explained how the information system addresses the introduction of each new product offering Described how the information system can adapt to each new product offering

Exemplary 90-100% A 33.75 (22.5%) - 37.5 (25%)

Demonstrated what considerations were made for the system to be adaptable and flexible to unknown changes Included insight on how the system could be adopted by the IT department

3. Give one reason why capabilities for the new product offerings should or should not be incorporated in the initial information system design. Justify your reason.


Weight: 30% (52.5 points)

Levels of Achievement:

Unacceptable Below 70% F 0 (0%) - 25.88 (17.25%)

Limited evaluation of capabilities of each product offering Did not provide adequate reason why capabilities for the new product offerings should or should not be incorporated into the initial system design, and failed to justify reasoning

Fair 70-79% C 26.25 (17.5%) - 29.62 (19.75%)

Somewhat evaluated the capabilities of each product offering Provided one reason why capabilities for the new product offerings should or should not be incorporated into the initial system design, but failed to justify reasoning

Proficient 80-89% B 30 (20%) - 33.38 (22.25%)

Evaluated the capabilities of each product offering Provided one reason why capabilities for the new product offerings should or should not be incorporated into the initial system design. Justified the reason.

Exemplary 90-100% A 33.75 (22.5%) - 37.5 (25%)

Provided more than one reason why capabilities for the new product offerings should or should not be incorporated into the initial system design. Justified the reasoning.

4. Clarity, persuasion, proper communication, writing mechanics, and formatting requirements Weight: 10% (17.5 points)

Weight: 20%--

Levels of Achievement:

Unacceptable Below 70% F 0 (0%) - 20.7 (13.8%)

Unclear structure, not persuasive, major grammatical errors

Fair 70-79% C 21 (14%) - 23.7 (15.8%)

Somewhat clear structure, limited persuasion, grammatical errors, language too simple or too wordy

Proficient 80-89% B 24 (16%) - 26.7 (17.8%)

Clear structure, persuasive writing, minor or no grammatical errors, length and format within requirements, plain language

Exemplary 90-100% A 27 (18%) - 30 (20%)

No grammatical errors, plain language, organized by topic, references business needs, connects to technical specs, persuasive

5. Clarity, persuasion, proper communication, writing mechanics, and formatting requirements

Weight: 10%--

Levels of Achievement:

Unacceptable Below 70% F 0 (0%) - 10.35 (6.9%)

Fair 70-79% C 10.5 (7%) - 11.85 (7.9%)

Proficient 80-89% B 12 (8%) - 13.35 (8.9%)

Exemplary 90-100% A 13.5 (9%) - 15 (10%)

Bottom of Form

Unformatted Attachment Preview

Case Study 2: Implementation Strategies Your proposed information system is still a contender. The executives, however, are asking whether it is too limited to prevent the shadow IT projects that continue to take place throughout the organization. They believe that you have considered what the organization does now, but how will your system adapt to new products and processes? Read IQMS (2015) for a concrete example of what they mean. You’ll have to quell their fears, so it’s time for another memo. Please focus on these points: 1. Identify any significant changes that your organization might reasonably make in its product offerings in the next 3 years. Explain the competitive benefits of this change. 2. Explain how your information system addresses or can adapt to the introduction of these new product offerings. 3. Give one reason why capabilities for the new product offerings should or should not be incorporated in the initial information system design. Justify your reason. Your memo should be 3–5 pages long. Note: Assignment will be check for plagiarism. Reference: IQMS. (2015). Quick Response Manufacturing Yields Lower Inventories & Improves cash flow. Retrieved manufacturing.pdf from https://www.iqms.com/files/case-studies/quick-response- Case study 2 is based on the picture illustration. Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric. 1. Identify any significant changes in its product offerings that your organization might reasonably make over the next 3 years. Explain the competitive benefits of this change. Weight: 30% (52.5 points) Levels of Achievement: Unacceptable Below 70% F 0 (0%) - 20.7 (13.8%) Inadequate prediction of changes in product offerings Limited explanation of competitive benefits of change in product offerings Fair 70-79% C 21 (14%) - 23.7 (15.8%) Somewhat predicted changes in product offerings. Somewhat explained the competitive benefits of this change in product offerings. Proficient 80-89% B 24 (16%) - 26.7 (17.8%) Predicted significant changes in product offerings Explained the competitive benefits of these changes in product offerings Exemplary 90-100% A 27 (18%) - 30 (20%) Described the sustainability of the information system against any potential changes in the marketplace Proposed ideas for adapting the system to change 2. Explain how your information system addresses or can adapt to the introduction of these new product offerings. Weight: 30% (52.5 points) Levels of Achievement: Unacceptable Below 70% F 0 (0%) - 25.88 (17.25%) Did not explain how the information system addresses new product offerings Inadequate explanation of how the information system can adapt to some of new product offerings Fair 70-79% C 26.25 (17.5%) - 29.62 (19.75%) Explained how the information system addresses new product offerings Somewhat described how the information system can adapt to some of new product offerings Proficient 80-89% B 30 (20%) - 33.38 (22.25%) Explained how the information system addresses the introduction of each new product offering Described how the information system can adapt to each new product offering Exemplary 90-100% A 33.75 (22.5%) - 37.5 (25%) Demonstrated what considerations were made for the system to be adaptable and flexible to unknown changes Included insight on how the system could be adopted by the IT department 3. Give one reason why capabilities for the new product offerings should or should not be incorporated in the initial information system design. Justify your reason. Weight: 30% (52.5 points) Levels of Achievement: Unacceptable Below 70% F 0 (0%) - 25.88 (17.25%) Limited evaluation of capabilities of each product offering Did not provide adequate reason why capabilities for the new product offerings should or should not be incorporated into the initial system design, and failed to justify reasoning Fair 70-79% C 26.25 (17.5%) - 29.62 (19.75%) Somewhat evaluated the capabilities of each product offering Provided one reason why capabilities for the new product offerings should or should not be incorporated into the initial system design, but failed to justify reasoning Proficient 80-89% B 30 (20%) - 33.38 (22.25%) Evaluated the capabilities of each product offering Provided one reason why capabilities for the new product offerings should or should not be incorporated into the initial system design. Justified the reason. Exemplary 90-100% A 33.75 (22.5%) - 37.5 (25%) Provided more than one reason why capabilities for the new product offerings should or should not be incorporated into the initial system design. Justified the reasoning. 4. Clarity, persuasion, proper communication, writing mechanics, and formatting requirements Weight: 10% (17.5 points) Weight: 20%-Levels of Achievement: Unacceptable Below 70% F 0 (0%) - 20.7 (13.8%) Unclear structure, not persuasive, major grammatical errors Fair 70-79% C 21 (14%) - 23.7 (15.8%) Somewhat clear structure, limited persuasion, grammatical errors, language too simple or too wordy Proficient 80-89% B 24 (16%) - 26.7 (17.8%) Clear structure, persuasive writing, minor or no grammatical errors, length and format within requirements, plain language Exemplary 90-100% A 27 (18%) - 30 (20%) No grammatical errors, plain language, organized by topic, references business needs, connects to technical specs, persuasive 5. Clarity, persuasion, proper communication, writing mechanics, and formatting requirements Weight: 10%-Levels of Achievement: Unacceptable Below 70% F 0 (0%) - 10.35 (6.9%) Fair 70-79% C 10.5 (7%) - 11.85 (7.9%) Proficient 80-89% B 12 (8%) - 13.35 (8.9%) Exemplary 90-100% A 13.5 (9%) - 15 (10%) Nicolet Plastics’ Quick Response Manufacturing Strategy If someone gave you a week of time, what would you do with it? A whole seven days is exactly what Nicolet Plastics, Inc. is delivering its customers with its innovative Quick Response Manufacturing (QRM) program. Through an enterprise-wide initiative that relentlessly emphasizes lead time reduction, Nicolet Plastics is revolutionizing time-based competition and make-to-order strategies to ensure manufacturing excellence. Nicolet Plastics credits a large portion of its QRM success to the flexibility, depth, user-defined fields and forms, process and workflow design and database integrity of its manufacturing ERP and MES system, EnterpriseIQ from IQMS. Without it, the QRM strategy would be very difficult to deploy on a day-to-day basis. Read below to learn more about Nicolet Plastics’ innovative quick response manufacturing initiative and the results its customers are experiencing. Why Quick Response Manufacturing? Nicolet Plastics is a total solutions provider of parts and components for a wide array of customers, from disposable packaging to high-end medical parts for MRI equipment. The company specializes in low to moderate volume, highly complex custom parts in a wide variety of materials. Despite the diverse industries Nicolet Plastics produces for, the one commonality between its customers is the need for consistent products that drive down costs and meet volume needs. Observing the marketplace, Nicolet Plastics knew it needed to make a change. Nicolet Plastics watched as the major multi-national firms were increasingly moving their high volume, minimally complex molded business offshore to avoid rising costs at home. The company also observed that although the high volume business was leaving, the low to moderate volume business was not, as these companies were not able to take advantage of the offshore workforce. Nicolet Plastics, Inc. has accomplished more over the past 25 years than many of its top competitors have in more than 50—and they’re just getting started. Originally established in 1986 in Mountain, Wis., a small community located in the middle of the Chequamegon-Nicolet National Forest, it’s easy to see that Nicolet Plastics has come a long way since those humble beginnings. Today, Nicolet Plastics, an ISO certified company, serves its ever-growing customer base from a 41,000 square foot production facility and focuses on complex industrial and medical components and assemblies. In the beginning, Nicolet Plastics was a company that made parts. However, thanks to the development of its Total Solutions approach, Nicolet Plastics is doing much more than simply making parts. Today, they’re solving problems. Nicolet Plastics realized that the marketplace’s focus on long-run production optimization offered an untapped IQMS, the IQMS logo and EnterpriseIQ are registered trademarks of IQMS. All other company names are trademarks of their respective owners. The information herein is subject to change without notice. © 2015 IQMS. All rights reserved. www.iqms.com 1.866.367.3772 sales@iqms.com opportunity in the low to moderate volume market. To thrive in the economic landscape, stay ahead of the curve and remain competitive, Nicolet Plastics decided to exploit its strength in excellence at complexity and turn market weaknesses into opportunities. It began looking for manufacturing philosophies that supported the needs of short-run, complex part customers. That is when Nicolet Plastics discovered a solution right in its own backyard. Quick Response Manufacturing is a consortium between the manufacturing industry and the engineering school at the University of Wisconsin. It was developed and published by founding director, Rajan Suri, who defines the program as the pursuit of the reduction of lead time in all aspects of a company’s operation, embracing a relentless emphasis on time reduction that has a long-term impact on every aspect of the company. For Nicolet Plastics, the key to making the QRM program work was two-fold: Companywide embracement of operational change and the business and manufacturing tools found in EnterpriseIQ. Before embarking on this new initiative, Nicolet Plastics established a few goals: Reduce total order to delivery time of parts by 14 days (from 21 days to 7 days) Reduce finished goods inventory Be able to respond to unexpected changes in demand without a degradation of service Develop a cross-trained workforce for flexibility, including the creation of a cross functional quick response office cell • Reduce last shot (last good piece) to first shot time (first good piece) by 50 percent • • • • Beginning the QRM Process When implementation of QRM began, Nicolet Plastics started by addressing its workforce and creating more flexibility with its personnel by ditching the old way of looking at production staffing. For example, traditional floor management would have required a mold hanger, materials handler, production and process technicians, a supervisor and a manager for each shift. Nicolet Plastics decided to ignore job titles and employee categories by defining the talents and skills required for an ideal shift on the production floor. Nicolet Plastics built a skills matrix, including both soft skills (interpersonal, ability to succeed in a team For Nicolet Plastics, the environment) and hard skills (technical abilities, intelligence), including gaps between the target skills key to making the QRM mix and the actual. With this thought process in program work was mind, Nicolet Plastics immediately saw crossover. An two-fold: Companyemployee previously defined as an operator might also wide embracement of be able to clean out a hopper, a skill that crossed over operational change into materials handling. Once defined, Nicolet Plastics and the business and evaluated its employees in terms of skill levels through written and practical testing to determine competency manufacturing tools levels and establish training necessary to create an ideal found in EnterpriseIQ. shift. IQMS, the IQMS logo and EnterpriseIQ are registered trademarks of IQMS. All other company names are trademarks of their respective owners. The information herein is subject to change without notice. © 2015 IQMS. All rights reserved. www.iqms.com 1.866.367.3772 sales@iqms.com A credentialing program was established in-house and employees were rewarded for technical abilities and willingness to learn new production and process-related skills. New pay ranges were defined for each skill level, so as employees progressed in their ability to handle more complex issues, value to the company increased and so did wages. 120-plus hours per employee were logged over a three year period, equivalent to a week of training for every employee since the initiative began. Once the new employee roles were defined and established, Nicolet began tackling the individual QRM initiatives. The first was to change its accounting mindset: Because standard costing is not a key tenet of lean accounting, Nicolet Plastics decided to track actual costs instead. The challenge was to get employees thinking in terms of time and not in terms of overhead absorption. It is not reasonable to assume that all of a company’s costs will increase as production volume increases, but that is exactly what standard cost accounting assumes. Nicolet Plastics now tracks actual costs through the proactive tools in IQMS’ RealTime™ Process Monitoring system, as well as detailed exception reporting, for a proactive value add/value stream approach. The second initiative was to reduce batch sizes. Due to the nature of low volume customers, Nicolet Plastics typically handles as many as 90 to 100 mold changes per week. QRM practices slicing time by sharing resources (in this case, presses) with competing target market segments (long and short runs) without creating backlogs and queues. In order to cut time, Nicolet Plastics schedules its long jobs that can run unattended over the weekend in what is referred to as a “swim lane.” This prevents short jobs from getting backlogged or delayed behind a long-running job (we all understand how frustrating it is to wait in the express lane behind someone at the grocery store who clearly has more than 10 items in his cart!). Nicolet Plastics achieves this unattended, lights out weekend production with the help of IQMS’ RealTime™ Production Monitoring system that supports machine management in real time. All aspects of Nicolet Plastics’ production (total parts created, production time, downtime, rejects and parts remaining) are tracked immediately and applied to the order, while simultaneously updating the schedule. Work center performance can be viewed from any Nicolet Plastics achieves computer on the network and even remotely, for this unattended, lights improved efficiency, visibility and productivity. out weekend production with the help of IQMS’ If RealTime detects that there is a problem with an RealTime™ Production unattended swim lane, like a press has stopped running, Nicolet Plastics uses the EnterpriseIQ business activity Monitoring system... monitoring feature, IQAlert, to generate an automated message (text, email or voice message) to the on-call press technician. The technician only needs to come to work if an exception occurs. IQMS, the IQMS logo and EnterpriseIQ are registered trademarks of IQMS. All other company names are trademarks of their respective owners. The information herein is subject to change without notice. © 2015 IQMS. All rights reserved. www.iqms.com 1.866.367.3772 sales@iqms.com Addressing Scheduling Complexity and Improving Customer Service With the critical component of properly handling customers’ needs top of mind, Nicolet Plastics next focused on managing job complexity. Nicolet Plastics was previously supporting hundreds of different materials and thousands of mold/insert combinations. Variability is the essence of complexity, so Nicolet Plastics had to focus on eliminating dysfunctional variability, such as excessive inventory, ineffective systems and rework. Using the rich data in EnterpriseIQ, Nicolet Plastics evaluated the top 80 percent of its customers, items and materials to identify target groups. The tools in EnterpriseIQ allowed Nicolet Plastics to “weed the garden” (eliminate non-strategic variability) and come up with a resulting mix that remains very complex, but more focused. Following the initiative above, Nicolet Plastics addressed its wide variety of custom resins and materials required to run jobs, specifically the challenge: How do you reduce lead times when the material lead time may be longer than your total desired time for the whole order? Using its new data about key materials from the step above, Nicolet Plastics was able to designate “house” materials. Using EnterpriseIQ’s user-defined fields and rich MRP reporting tools, Nicolet Plastics identified daily usage, appropriate reorder points and established a purchasing plan to ensure sufficient stocks of key house materials. With staff, materials and batch size improvements addressed, Nicolet Plastics could focus on scheduling. QRM requires dynamic and fluid adaptation at any minute, so Nicolet’s master scheduler uses EnterpriseIQ’s rough-cut capacity planning tools and robust scheduling engine (that takes into account complete materials, capacity and labor requirements in a matter of minutes) to create the daily plan. Nicolet also uses EnterpriseIQ’s auto-load feature that uses must-start dates to establish a priority sequence for jobs. If a job has a must-start date in the next seven days, it is authorized for work. This prevents “stealing” of necessary materials or labor from one job for another that is not yet due. Combine this with just-in-time principals, and Nicolet Plastics can easily see where there will be spikes and constraints to manage. Despite the accurate schedule, Nicolet Plastics needed additional flexibility. So in combination with the auto-loaded schedule, Nicolet Plastics uses EnterpriseIQ’s press and labor capacity whiteboards to ensure they have spare capacity for flexibility. In addition, Nicolet Plastics uses EnterpriseIQ’s Runs Best feature (an establishment of which job runs best on which work center) to define which presses are capable and qualified to run any item. This is also included on the schedule to offer operators the flexibility to adjust as needed to prevent potential bottlenecks and flow resources where needed. Finally, Nicolet Plastics moved its focus from the production floor to the front office to make sure that customer service was also done the QRM way. All support staff IQMS, the IQMS logo and EnterpriseIQ are registered trademarks of IQMS. All other company names are trademarks of their respective owners. The information herein is subject to change without notice. © 2015 IQMS. All rights reserved. www.iqms.com 1.866.367.3772 sales@iqms.com that touched an order were organized into one team and cross-trained to improve responsiveness to customers. Nicolet Plastics uses EnterpriseIQ’s Customer Relationship Management (CRM) system to extensively track customer and order status. With the ability to accurately check capable to promise, access external documents and initiate workflows to facilitate communication, Nicolet Plastics’ employees can quickly and easily assess what has transpired, the particular status of an order, etc., for accurate and timely customer service. Nicolet Plastics’ Hard Work Yields Impressive Results Time is money in manufacturing. A quicker responsiveness to the customer gives them not only what they want, when they want it, but at quantities that allow them to lower inventories and improve cash flow. Despite the benefits of time-based competition and make-to-order strategies, injection molding has been very slow to adopt a time-based model. QRM has clearly differentiated Nicolet Plastics from other molders. Nicolet Plastics has added many clients because it has been able to develop partnerships based on the value it delivers, not the price it charges. By saving its custom ...
Purchase answer to see full attachment

Tutor Answer

Msharon
School: UT Austin

Attached.

MEMO

1

To: Chief Information Officer (CIO)
From:
Subject: Information Systems
Date: 12th February 2019
RE: Implementation Strategies
Significant Changes
As changes are difficult to predict and often to grow in frequency, change management is
increasingly becoming an essential subject. Regardless of how the information system is designed,
proper changes should be considered to ensure successful implantation and functioning (Ćirić &
Raković, 2010). One of the significant changes that will be made in the product offering is the
increased response rate for decision making by 15% in the organization. Essentially, the interactive
solution will allow the management team to compile useful information from documents, raw data,
personal knowledge or business models. In addition to ensuring speedy results, this change will
allow the organization to save on time and money.
Reduced time for solving problems by 10% is another change that will be made in the
product offering. The information system provides a foundation that allows the organization to
gain access to sufficient information and measures of solving problems. For example, the system
can offer a fast solution for disagreements between the architectures and database administrators.
The key compe...

flag Report DMCA
Review

Anonymous
Thanks for the help.

Anonymous
Outstanding. Studypool always delivers quality work.

Anonymous
Tutor was very helpful and took the time to explain concepts to me. Very responsive, managed to get replies within the hour.

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Brown University





1271 Tutors

California Institute of Technology




2131 Tutors

Carnegie Mellon University




982 Tutors

Columbia University





1256 Tutors

Dartmouth University





2113 Tutors

Emory University





2279 Tutors

Harvard University





599 Tutors

Massachusetts Institute of Technology



2319 Tutors

New York University





1645 Tutors

Notre Dam University





1911 Tutors

Oklahoma University





2122 Tutors

Pennsylvania State University





932 Tutors

Princeton University





1211 Tutors

Stanford University





983 Tutors

University of California





1282 Tutors

Oxford University





123 Tutors

Yale University





2325 Tutors