Harvard Case - Long Wang Sha Tan Ku Company
"Long Wang Sha Tan Ku Company" Harvard business case study is written by Peter C. Bell, Anna Galica, Vincent Fung, Lothair Ling, Pik-Kei Chan. It deals with the challenges in the field of Operations Management. The case study is 7 page(s) long and it was first published on : May 12, 2009
At Fern Fort University, we recommend Long Wang Sha Tan Ku Company (LWSTK) implement a comprehensive strategy to address its challenges in supply chain management, production processes, and product development. This strategy will focus on lean manufacturing, Six Sigma, and continuous improvement principles, leveraging technology and analytics to optimize operations and enhance customer satisfaction.
2. Background
Long Wang Sha Tan Ku Company is a family-owned business specializing in the production and distribution of traditional Chinese medicine (TCM) products. The company faces several challenges including:
- Inefficient production processes: Manual processes, lack of standardization, and limited automation lead to inconsistencies in product quality and production delays.
- Limited supply chain visibility: Lack of real-time data and communication hinders effective inventory management and timely response to market demands.
- Growing competition: The TCM market is becoming increasingly competitive, demanding innovation and differentiation to maintain market share.
- Limited access to technology: LWSTK's reliance on manual processes hinders its ability to leverage advanced technologies like ERP systems and data analytics for decision-making.
Main Protagonists:
- Mr. Long: The founder and CEO of LWSTK, passionate about traditional medicine but struggling to adapt to changing market dynamics.
- Mr. Wang: Mr. Long's son, a young and ambitious manager with a vision for modernizing the company's operations.
3. Analysis of the Case Study
Operations Strategy Framework:
LWSTK's current operations strategy lacks a clear focus on efficiency, responsiveness, and innovation. To address this, we recommend adopting a lean manufacturing approach, integrating Six Sigma principles for quality improvement, and leveraging technology and analytics for data-driven decision-making.
Key Areas of Focus:
- Supply Chain Management: Improve inventory management through MRP and JIT principles, enhance logistics management with optimized transportation routes and warehousing, and implement demand forecasting models for accurate production planning.
- Production Processes: Implement process design improvements to streamline production flow, automate repetitive tasks, and incorporate quality control measures throughout the process.
- Product Development: Foster a culture of innovation by investing in R&D, exploring new product offerings, and leveraging customer feedback for continuous improvement.
- Information Systems: Implement an ERP system to integrate operations data, streamline communication, and provide real-time visibility across the supply chain.
4. Recommendations
Phase 1: Short-Term (6-12 months)
- Implement Lean Manufacturing Principles: Conduct a value stream mapping exercise to identify and eliminate waste in production processes. Implement Kaizen events for continuous improvement and Kanban system for inventory control.
- Improve Supply Chain Visibility: Implement an ERP system to track inventory levels, manage orders, and improve communication across the supply chain.
- Enhance Quality Control: Implement Six Sigma methodology to identify and eliminate defects in production processes. Establish clear quality standards and implement statistical process control for continuous monitoring.
- Optimize Logistics: Analyze current transportation routes and warehousing facilities to identify potential for cost savings and efficiency improvements. Implement logistics management software for route optimization and real-time tracking.
Phase 2: Mid-Term (12-24 months)
- Invest in Technology: Implement advanced analytics tools to analyze customer data, identify market trends, and improve demand forecasting accuracy.
- Develop New Products: Establish a dedicated R&D team to explore new product offerings and leverage customer feedback for product development.
- Expand International Market: Explore opportunities for expanding into new international markets, leveraging online platforms and partnerships for market entry.
Phase 3: Long-Term (24+ months)
- Develop a Sustainable Operations Strategy: Implement green operations practices to minimize environmental impact and promote sustainable sourcing.
- Foster a Culture of Innovation: Encourage employee participation in continuous improvement initiatives and reward innovation through performance-based incentives.
- Build a Strong Brand: Develop a robust marketing strategy to enhance brand awareness and build customer loyalty.
5. Basis of Recommendations
- Core Competencies and Consistency with Mission: The recommendations align with LWSTK's core competency in producing high-quality TCM products and its mission to provide health benefits to customers.
- External Customers and Internal Clients: The recommendations aim to improve customer satisfaction by enhancing product quality, reducing delivery times, and offering a wider range of products.
- Competitors: The recommendations enable LWSTK to compete effectively in the increasingly competitive TCM market by improving efficiency, innovating products, and leveraging technology.
- Attractiveness: The recommendations are expected to generate positive returns on investment by improving operational efficiency, reducing costs, and increasing market share.
Assumptions:
- LWSTK has the financial resources to invest in technology and process improvements.
- The company's management team is committed to implementing the recommended changes.
- The TCM market will continue to grow and offer opportunities for expansion.
6. Conclusion
By implementing the recommended strategy, LWSTK can transform its operations, enhance its competitive advantage, and achieve sustainable growth. The focus on lean manufacturing, Six Sigma, and technology and analytics will enable the company to optimize its processes, improve efficiency, and deliver high-quality products to its customers.
7. Discussion
Alternative Options:
- Outsourcing Production: LWSTK could consider outsourcing production to a third-party manufacturer to reduce operational costs and focus on product development. However, this could lead to loss of control over quality and production processes.
- Merging with a Larger Company: LWSTK could merge with a larger company to gain access to resources and technology. However, this could lead to loss of autonomy and control over the company's direction.
Risks:
- Resistance to Change: Employees may resist changes to existing processes, leading to delays and implementation challenges.
- Technological Challenges: Implementing new technologies can be complex and require significant investment in training and support.
- Market Volatility: The TCM market is subject to fluctuations in demand and competition, which could impact the effectiveness of the recommendations.
Key Assumptions:
- The company's management team is committed to implementing the recommended changes.
- The TCM market will continue to grow and offer opportunities for expansion.
8. Next Steps
Timeline:
- Month 1-3: Conduct a value stream mapping exercise and implement initial lean manufacturing initiatives.
- Month 4-6: Implement an ERP system and start collecting data for process analysis.
- Month 7-9: Implement Six Sigma methodology and establish quality control procedures.
- Month 10-12: Optimize logistics routes and warehousing facilities.
- Year 2: Invest in advanced analytics tools and develop a new product offering.
- Year 3: Explore international market expansion opportunities.
Key Milestones:
- Reduce production lead time by 20% within 6 months.
- Increase inventory turnover rate by 15% within 12 months.
- Reduce product defects by 50% within 18 months.
- Launch a new product offering within 24 months.
By following these recommendations and implementing the proposed timeline, LWSTK can position itself for success in the evolving TCM market.
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Case Description
The chief operation officer (COO) of Long Wang Sha Tan Ku Company, a boardshorts manufacturer based in Shanghai, China, was expected to present a plan to improve the company's profitability through adjustments to the company's operations. There were at least three possible paths to increase profitability. First, reviewing how production was scheduled between the company's two manufacturing facilities. Second, since the company operated at capacity during busy times, he thought that it might be beneficial for the company to expand capacity in one of its manufacturing facilities. Finally, the COO wondered whether some price adjustments could help out of the company's supply chain and increase contribution.
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