Mis Case Study Essay Example

expand the business in Queretaro slowly because they have a lot of plants which is closer to the customer plant and design. Also she thought that it will be a long-running business in a nice place (Brown 700).

Target: The main IS issue was plant-like how to deal with them and the second one is to have a good system in there with the whole company. The president built a kind of challenge to build up a chart to a system to carry of the Mexican plant including “Collin’s, Virginia Mease (controller), Sue Barkley, Jesus Salazar, and Maria Alvarez” in 2000 (Brown 700). The goal of the task force designed for the business procedure will be identified to ease optimal efficiency, the software which is fit to the business operation, the software will allow incorporated operations, The business system that they have chosen will be fit to the organization’s operation, foreign language and money also be fit, the system will provide them with good cost and profit, and support of the system will be accessible in Mexico (Brown 701).

However, the first focus was enterprise resource planning (ERP) which will be the key to the goals that I mentioned above will be an affordable system. The problem was to how to fit the system into the goals and they took an answer and question from their all executives, as a result there was no time to apply the ERP and also the company’s management could not altogether be changed and trouble of setting up the ERP (Brown 701). Therefore, they solved their problem by 3 methods. Join the Mexican plant to the BMC’s existing system, make the

contract between the ASP and Mexican place, and utilize a gradually answer where they could obtain some software correspondence that could run the networked computer (Brown 701).

Proposal: The BMC had difficulties dealing with the people of Mexico. The task force as I mentioned above the two guys from Mexico, who are attending to the task force, had been little attendance on the task. Also, they had problems including language, culture, distance, and mindset (Brown 702).Language: They truly do not understand what the Mexican guys are saying exactly, thus they need to find the people who are good at the English language. Cultural: They can gain a different culture from Mexico so, they can combine it with the operation or with the system and it can be a good process of the system. Distance: Since they have a PC they can contact the each other by net or telephone and there is no problem.

Mind-set: Since the Mexican people are in their country it is going to be difficult to mindset their minds.The first thing they need to do was the plant as it had been a problem and they let the Mexican guys to do it also hoping it will be good (Brown 702). Additionally, they were ready to help them if they faced problems and they were concerned that the guys wanted to do the plant in their ways. They thought there is a huge cultural gap in there but it was not, it will be good if they could combine it and teach them how to do it. Also, they found out there is a method to install a Spanish language to the computers

and it can translate the Mexican language ("Baxter Manufacturing Company - Term Paper - Alabrie. ).

Thus, they are now available to continue the work without worry. Works Cited "Baxter Manufacturing Company - Term Paper - Alibris. " Free Term Papers, Research Papers, Essays, Book Reports | OPPapers. com.

Upper Saddle River, N. J.: Prentice-Hall, 2011. Print. their internal computer systems require personal to manually print out orders and re-key information.In the past, BMC has turned away business because they met capacity limits therefore not able to retain more business.

In 1989 BMC hired Nancy Shaw to lead and educate the IS department, as the manager of IS Shaw’s mission was to upgrade BMC’s hardware and software by outsourcing to vendors. After two failed attempts to upgrade the internal computer system, Shaw resigned and was replaced by Don Collins. Collins has experience as being a manager of Information Systems, he quickly recognized that BMC’s computer system will become obsolete in a few years.By 1996 Collins proposed a plan to upgrade the system using the current MIS department to build and install a manufacturing system tailored to BMC’s needs in approximately two years. The same year Lucas Moore, Vice President of manufacturing, proposed a plan for BMC to purchase an integrated manufacturing software package.

Baxter Manufacturing Company (BMC) is a family-founded company.

Started by Walter R. Baxter in 1978, the 140,000-square foot manufacturing facility is headquartered in the Midwest in the United States. Walter Baxter’s children work for BMC, Kyle Baxter is the President and his sister Sue Barkly is Vice President of customer relations. BMC is recognized as a world-class supplier of tools, dies and deep-drawn stamping; serving customers such

as General Motors, Ford, Whirlpool, and General Electric.

Baxter holds a strong market position and has maintained a 20% growth each of the nineteen years in business. In the 1980s business trends move to a Just-In-Time (JIT) system, this would streamline traditional business proving to be a faster more efficient way for customers to correspond with suppliers.BMC converted to electronic data interchange (EDI), which allows customers to place orders electronically. EDI works well for many companies; however, BMC has not upgraded their internal computer systems requiring personal to manually print out orders and re-key information. In the past, BMC has turned away business because they met capacity limits therefore not able to retain more business. In 1989 BMC hired Nancy Shaw to lead and educate the IS department, as the manager of IS Shaw’s mission was to upgrade BMC’s hardware and software by outsourcing to vendors.

After two failed attempts to upgrade the internal computer system, Shaw resigned and was replaced by Don Collins. Collins has experience as being a manager of Information Systems, he quickly recognized that BMC’s computer system will become obsolete in a few years. By 1996 Collins proposed a plan to upgrade the system using the current MIS department to build and install a manufacturing system tailored to BMC’s needs in approximately two years. The same year Lucas Moore, Vice President of manufacturing, proposed a plan for BMC to purchase an integrated manufacturing software package.