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Ingersoll Rand Business Case

Essay by   •  April 4, 2018  •  Case Study  •  744 Words (3 Pages)  •  831 Views

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Operations / Manufacturing ADP Business Case

Agenda

Slides 3-8: Questions

Slide 9: Proposals

5 Questions for Swift

  • What are Swift’s KPIs for Operational Excellence?
  • Preventative Maintenance: Can they make time for PM schedule?
  • Do the inefficiencies of start ups outweigh the risk of downtime?
  • How loyal are Swift’s customer base?
  • Can Swift get new technology to the market faster than the competition
  • Swift employee loyalty given changes, moving, potential layoff?

Challenges for Ingersoll Rand after Acquisition

  • Implement new technology under new conditions
  • Integrate Swift employees into IR culture
  • Decide which employees to keep and whether to carry out lay offs
  • Get Swift facilities onboard with the metrics of IR and establish timeline to reach expectations

Operations / Manufacturing ADP Business Case

Agenda

Slides 3-8: Questions

Slide 9: Proposals

5 Questions for Swift

  • What are Swift’s KPIs for Operational Excellence?
  • Preventative Maintenance: Can they make time for PM schedule?
  • Do the inefficiencies of start ups outweigh the risk of downtime?
  • How loyal are Swift’s customer base?
  • Can Swift get new technology to the market faster than the competition
  • Swift employee loyalty given changes, moving, potential layoff?

Challenges for Ingersoll Rand after Acquisition

  • Implement new technology under new conditions
  • Integrate Swift employees into IR culture
  • Decide which employees to keep and whether to carry out lay offs
  • Get Swift facilities onboard with the metrics of IR and establish timeline to reach expectations

Increasing Likelihood of Success of New Product

Consolidate the R&D facilities with the manufacturing site

Ensure the Health and Safety practice of Swift does not cause risk to employee safety

Ensure Preventative Maintenance schedules do not

  • Cause risk of significant downtime
  • Affect TAKT

Align the priorities of Swift’s strong innovative team with the new product

Timeline: HVAC with Microchannel Coil  

Understanding Ingersoll Rand / Swift facility consolidation

Points to consider:

  • Employee satisfaction is important KPI
  • Will they be willing to move?
  • Will this require layoffs / rehiring of new staff?
  • Is there sufficient ROI on purchasing new equipment / moving equipment?
  • What are the implications of renting / selling old facility
  • Should the Buffalo facility be repurposed?

Characteristics of the best Swift employees

  • Accountability
  • Swift have a bad record of negating an effective Health & Safety Process
  • SOP’s must be in place for all facilities to ensure best practice
  • Agility
  • Swift employees will be required to make significant priority changes
  • New management and environment may cause strain in human relations
  • Continuous Improvement
  • Employees valuing Lean principles will flourish as OFIs emerge

Proposals

  • Ensure quality first for new micro channeling HVAC
  • Swift customer base is loyal
  • HVAC systems are ‘Durable Goods’        (10 to 30+ yrs)
  • Best product >> First to release
  • Prioritise the integration of Swift employees into IR culture
  • Rumours of Buffalo / Chicago move can demoralise workforce
  • Employee engagement is prioritised by IR
  • Promote informational transparency for aligned IR team
  • Prioritise Health and Safety
  • Keystone Habit of Manufacturing
  • Case Study: Paul O’Neill’s Alcoa

 

                

Increasing Likelihood of Success of New Product

Consolidate the R&D facilities with the manufacturing site

Ensure the Health and Safety practice of Swift does not cause risk to employee safety

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