Campbell Soup Essay Example

squad. This lack of clarity caused cipher to assume it was their duty, but they increasingly wanted to be less involved.

Their position was to "wait until the process is proven," making sure that CSC is completely ready to implement the line for their operations. Otherwise, there was a challenge in coordinating between scientists from different groups, as they were frequently not present together at the worksite.

Despite facing their own individual challenges and lacking interest in collaboration, the employees encountered another obstacle: the lack of coordination among different departments on the production line. Consequently, this resulted in delays throughout the overall manufacturing process.

Production Procedure

CSC follows a continuous flow production method for their manufacturing process.

The production line must have an established and reliable procedure to maintain good quality and prevent any shutdowns from occurring. If one part of the line shuts down, it will affect the other parts.

Suggestion:

The issue is the conflict between the organization and the development procedure. This is due to the difference in construction between the organization and the development procedure.

The organization is decentralized, but R&D is centralized due to the different characteristics of different merchandise.

R&D teams should have different understanding and testing responsibilities for different products. For example, microwavable soup requires specific materials for safe use in a microwave. Therefore, the R&D team needs to acknowledge these unique requirements and develop a suitable process to address them.

At this point, I propose that CSC diversifies its Research & Development efforts into various products. When CSC decides to create a new product, they should select suitable engineers from R&D and form a subgroup specifically dedicated to the new product. Subsequently,

The pilot for this group, who

is responsible for this production line, needs to be put in place. It is also important to integrate all applied scientists and engineers who have different expertise in their respective countries. The organization of their knowledge contribution to this production line is a crucial point.

The pilot is responsible for overseeing this group and carrying out this procedure. In doing so, the subgroup must transition to new tasks, which will reduce transit times by using centralization. Additionally, engineers will perform their part simultaneously.

The efficiency of the procedure would be enhanced by CSC's use of a production line, although the entire process would be halted if any part encountered problems. However, human resources handle the majority of the procedure.

The overall efficiency of the procedure relies on the efficiency of each individual. If there are variations in efficiency among workers, it can lead to interruptions and idle time between steps. To address this issue, I propose that CSC modify its procedure from a production line approach to a job-shop approach.

Although implementing job-shop would result in increased work in progress (WIP), this approach can minimize the impact and prevent the system from entirely shutting down. As a result, the entire process will run smoothly and meet the standard requirements.

Furthermore, I suggest that CSC should improve its Quality System Document and on-the-job training plan by providing an enchiridion to assist workers in quickly becoming familiar with the entire procedure and operation. If the training plan and enchiridion are more detailed, it will greatly benefit the human resources involved in this process.

Workers can easily receive replies to their inquiries without the need for direct supervision, and they are also assisted in

becoming skilled operators.