Implementation of jit at dell

Implementation of jit at dellIMPLEMENTATION OF JIT AT DELLASPECTS OF JITBy the eighties the Japanese had achieved manufacturing greatness by practicing continuous breakment, in that a firm is perpetually working to improve in every facet of its business functions. To do this, a firm mustiness alship canal summation quality and look for innovative ways to solve problems. All of these argon cornerstones of a modern JIT placement. perchance the wholeness piece of JIT most relevant to a study of preparation chain worry be the partnerships essential to making JIT truly work. A plant tailnot implement a JIT system by itself it must r lay offer the cooperation of its entire supply chain. The supply chain must include suppliers, customers, and every department inwardly the company. The sheer amount of information needed for a JIT system to operate well demands that the information return of the business control system (PCS) coup conduct with an up-to-date Order Entry and fina ncial system stretches passim the supply chain, almost to the point at which an entire supply chain operates as one entity. Lastly, gaining manpower payload to a JIT lean manufacturing system is important. Without the dedication of the work force, any endeavor is sure to fail. Workforce commitment can be achieved in several ways. A simple way is to cross train the workforce members outside of their normal business function and help increase an employees problem solving faculty. In doing so, a firm is empowering its workforce to think about their function in a new way plot of land looking for ways to improve and giving them an overall view of the entire firm, not just their single job.Only then will the proper inventory needs of the plant be truly undetermined of coming under control and part of a lean moneymaking enterprise.WEAKNESS OF JITJust as JIT has many strong points, there argon weaknesses as well. In just-in-time, everything is very interdependent. Everyone relies on everybody else. (Greenberg, 2002). Because of this strong interdependence with JIT, a weakness in the supply chain caused by a JIT weakness can be very costly to all linked in the chain. Communication is king in a JIT-rich supply chain. There is a risk involved with JIT when there is a communication breakd put on and the company cannot arrive the correct inventory needed to keep the just-in-time system running smoothly.CHALLENGE AT DELL dingle is known throughout the world as a leader in supply chain tell apartment and just-in-time (JIT) manufacturing. Relying heavily on a vendor managed inventory (VMI) model, dingle has nearly eliminated inventory cost charm maintaining a JIT manufacturing strategy. Key to posting this strategy is the ever changing and increasing number of suppliers needed to manage inventory for Dell.In 2002, Dell recognized that in severalise to continue scalable growth, significant touch on innovation would be required. After a thorough partner selectio n process, Dell issued a call for for proposal to evaluate potential firmnesss to address this challenge.SWOT ANALYSISStrengths lease exerciseThe Dell Direct model was the engine of Dells success (Rangan and Bell, 5). It gave it an advantage over its competitors as it was very hard to duplicate. The Dell necessitate model was about low cost, direct customer relationships and virtual integration (Rangan and Bell, 5). It was an efficient distri just nowion system characterized by build-to- locate manufacturing, and products and services targeted at specific market segments (Rangan and Bell, 5). Basically, this model allowed customers to call Dell directly and order exactly what they wanted in a PC (i.e., they could customize their PCs). It was only after the order was make that the PC was assembled and shipped to the customer in a relatively short amount of time. This Direct Model led to some other strengths Dell was known to have.Differentiated ProductsBecause of its Direct model , Dell was able to be set forth as having a differentiated product. Every PC assembled would be somewhat different from the previous found on customer order. This was an advantage for Dell since it enabled it to differentiate itself from its rivals and gain relatively more supplier power. client Service After sale customer service was another one of Dells strengths. A customer with a problem could reach a technical support staff through a hotline that was manned 24 hours a daytime (Matching Dell, 9). After receiving a call, support personnel would retrieve the file that contained flesh out of the customers computer, and could help the customer solve their problem. In approximately 90% of the cases, the customer and support specialist could cut off the problem over the telephone using the diagnostic software installed in the manufacturing plant (Matching Dell, 9). Customers were very pleasant with Dell and rated Dells sales, products, and services highly relative to the compet ition (Matching Dell, 9).JITDells Direct Model allowed Dell to manufacture machines that were trig to customer needs and establish on Just-in-Time inventory (Matching Dell, 7). The company assembled computers based on customer orders and held no finished goods inventory of standardized machines (Matching Dell, 7). Holding no inventory allowed Dell to reduce its costs and have a competitive advantage over its rivals. Economies of shield Dell is the greatest producer of laptops and therefore has economies of scale in the laptop business. In the United States, Dell had the highest market divide in the laptop (and PC business overall) with a 24.8% market care, compared to 11.6% for IBM which was the second highest. Economies of scale allow Dell to have more introduction barriers, and hence there was slight of a curse of new entrants.Efficient Assembly Line Dells prevarication line was quick and efficient. The production process, from the day the order was made, to the shipping d ate, took only about a day and a half (Matching Dell, 8). This was an advantage for Dell because customers were satisfied with the amount it took for their product to be shipped to them.WeaknessesDirect ModelDells Direct Model could be check inton as a weakness from another point of view. Dell assumes that its customers are educated, which is not the case for every customer. Dell does not provide a retail service which allows the customers to see their computers, and purchase them right away (advantage of retail is that it is time efficient from the consumer standpoint). Therefore, the model is limited because it cuts off a substantial part of the consumer market.Low market circumstances in the International MarketCompared to its rivals, Dell had a low market share in the international market. In Western Europe, Dell only had less than a 10% market share, and in other parts of the world, Dell had a market share lower than 5% (Rangan and Bell, 23). This is a weakness because intern ational diversification is very important. Since most of Dells revenues come from the US market, having a low market share in the international market is more risky forthwith because of the effects of economic downturns.Limited laptop customizationAlthough Dell had an advantage in allowing customization within its PC industry, there was a limit to how much you could customize your laptop. Therefore, Dell was not much differentiated compared to its rivals within the laptop industry.Quality of DisplayAccording to general customer opinion, Dells laptop has a weakness in its quality of display. The physical aspect of Dells laptops in general was not as great as Apple laptops for example, or even its rivals within the PC industry.OpportunitiesEuropean MarketDell has an opportunity to increase its market share in the European market. Dell can increase its market share by providing simpler services to stick with its products. Dell now has approximately 10% of the market share in Europe, and could increase its share to amongst 20% and 25%.Indispensability of the InternetThe internet is becoming more and more of a necessity. This could be an opportunity for Dell to include wireless options on its laptops and could also consider incorporating Bluetooth.MobilityDell could consider way on producing more products that allow for mobility. As demand for mobility increases, Dell could progeny advantage of that to satisfy the customers demand.development EconomyIncreasing growth in the economy is an opportunity for Dell to increase its market share and at the same time production as well. Since most of Dells revenues come from large businesses, a commanding growth in the economy may increase demand for production.ThreatsIncreasing Demand for Innovation The holy terror with performance increasing each year is that there is a physical limit to how far you can go. People will soon be satisfied with the level of performance not to demand anything more, and are going to be more susceptible to other things such as prices, or quality of the product. If Dell only focuses on performance, this trend might be a threat in the future.Intensity of argumentAs performance increases, differentiation between brand names is going to decrease. Dells rivals are finding ways to increase their market share by replicating some of Dells advantages. For example, IBM recognized the advantages of direct distribution and launched initiatives to expand its own direct sales (Matching Dell, 10). Compaq saw the advantage of reducing inventory, and therefore took initiatives to do so. It moved from a production system in which it reinforced business PCs according to its own forecast to one in which it built according to forecasts made by channel members (Matching Dell, 11). This change in production allowed Compaq to double its inventory turnover rate (Matching Dell, 11). Since its rivals are starting to copy its strategies, Dells strengths would no longer be advantages if thi s continues.Inability to innovateConsumers are constantly looking for improvements in technology. If Dell fails to keep up with consumer demand, it can make great losses, and could lose a major part of its market segment.PDAs replacing laptopsWhether this is a threat or not is still unknown, but there is still a possibility that PDAs will soon replace laptops. Debates are made on whether or not PDAs are complimentary to or substitutes for laptops. If the case was that PDAs substitute laptops, it would be a threat to Dells laptop business.SOLUTIONAfter a thorough evaluation, Dell selected World Wide Technology (WWT) for its ability to leverage key elements of previous supply chain experience, unique end-to-end systems offering and flexibility show by the proposed approach.Since 2003, WWT has been responsible for the procurement, inventory commission and distribution of direct material classified as alpha products integrated into Dells finished goods.Implementation of the WWT solutio n fundamentally changed how materials are delivered to Dell. Multiple supplier deliveries have been replaced by a single truck delivery containing all replenishment products arriving in 45 minute intervals. victimisation radio frequency (RF) devices, WWT Site Coordinators on the factory floor generate demand signals to the collocated distribution effect initiating the pick, pack and delivery to the factory just prior to consumption.JIT AT DELLPeopleIn the legacy environment, each supplier was required to provide an on-site resource to maintain inventory levels in the factory. Upon slaying of the WWT solution, WWT became the single partner providing resources on the factory floor, reducing the overall number of resources required to maintain perseveration of supply. WWT also built a dedicated team of material planners, vendor managers and process consultants to ensure end-to end focal point and efficiency of the solution.ProcessWWT brought several process and technical innovatio ns to the Dell team. First, WWT developed a suite of forecast, inventory and demand planning applications calibrated to fluctuations in Dells manufacturing process. Second, WWT opened distribution centers collocated with each Dell factory reducing lead times to 45 minutes or less. Finally, implementation of a RF based barcode scanning system used for product acceptance, replenishment requests and invoice reconciliation at the factory floor. These innovations enchantment removing cost also provided much greater visibility and reliability relative to continuity of supply.PartnersKey to the WWT solution was working with each of the legacy suppliers. Management of 40 suppliers with 40different processes and systems was a key challenge that the team faced. leverage technology, the WWT team was able to provide an integrated process for each supplier to receive orders, monitor forecast and reduce personnel cost. Also, by reducing entry barriers for suppliers wanting to work with Dell, WW T has been able to introduce a new level of free market competition further reducing SKU prices for individual components managed by WWT.RESULTSWWT successfully developed the needed systems, opened three initial facilities and put together a support team in just under three months. In addition, the project went live just prior to the vacation season, which is typically the most critical time of year for Dells business. A member of Dells supply chain management team noted, Our new program with WWT has created new efficiencies and simplicity in our supply chain. Consolidating supply chain management with a single entity has eliminated a lot of waste. Dell has been able to acknowledge savings across tenfold business areas recognize overall SKU price reductions and experience a scalable process necessary to support Dells overall growth. Since the program began in 2003, WWT has added three additional distribution centers, added more than 50 suppliers, built a team of more than 100 peopl e to support Dell and is expanding into Dells international manufacturing facilities.CONCLUSIONTo conclude, in order for Dell to compete efficiently in the laptop industry in the future it needs to take advantage of all of the above opportunities. Consumers are becoming increasingly more demanding and price-sensitive. The next generation laptop must be consistent with the relevant trends affecting the industry today. If Dell succeeds in its attempt to make a product that fits the trends, it will probably still remain in its leading position in the future.REFERENCESArticle Interview Dell Pres Phones, Computers to Stay Separate. The Wall Street Journal, February 18th, 2003.