Ingersoll Rand Business Case
Essay by Colm Coffey • April 4, 2018 • Case Study • 744 Words (3 Pages) • 831 Views
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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