Bose’s Mexico Plant

Jerome H. Silva

04-22-19
 I. Time Context

The business problem of Bose’s Mexico Plant was determined when the demand

for their products called by the market. In short, the business problem will have

variety of solutions under different planning, raw materials and technical

environment.

II. Viewpoint

The main problem of the Bose's Mexico plant is the lacking of their inventory that

may cause a delay in manufacturing department to produce the products.

III. Statement of the Problem

Early on in Bose – United printing relationship, Bose's Mexico plant had a spike

in production. This demand called for the printing of $45,000 worth of products in

a very short time. Here was a great opportunity to make a buck! The inventory

was almost zero. This was no time for competitive bidding or old school methods.
IV. Objectives

To produce the demanded products in a short period of time.

 Should have clear detailed plan and well trained employees assigned in

manufacturing the products.

 Should make inventory at full.

 Should meet the quota in everyday production..

V. Areas of Consideration / analysis

There are two main issues found in the Bose’s Mexico Plant, the time and

inventory that is needed to produce the products. In the due date of the products

wherein they need to moves faster toward the demand. For it to happen, the

company need a skilled-full employee or workers. Moving fast at pressure

without defects and reduce cost and increase productivity is one of the skills that

an employee should have. Also the inventory of the business manufacturers is

lacking. For it to solve, the company should have a easy to pick up suppliers of

the raw materials especially in the times wherein the demand of product is in rush.
VI. Alternative Courses of Action

To be able to solve the insufficiency of inventory, the in-plant needs to borrow

enough stock from Bose's Ireland plant to keep Mexico going. Bose will not

spend $45,000 for product. The production line will not shut down. The product

was revised. At the time of the new printing, the borrowed product was replaced

with the new version at a lower unit cost because all demands were included in

this production run. In-plants can formally or informally meet with Bose’s

engineering and marketing teams and attend planning meetings. In exchange in-

plants place orders for their firm’s products at pre-specified standard prices,

ensure that these parts are to be delivered at right time and at right place and in

conformance to specifications, and to provide trouble-shooting assistance. JIT

allows customers and suppliers to work together closer than they ever did before.

VII. Recommendation

The company should apply the proper forecasting.

The company should power the customer and supplier relationship.

The company should secure and continue the partnership with the other supplier.

The company should trained the employees to work faster with a quality and cost

effective.
VIII. Conclusion

The business should apply the proper forecasting of problems before finalizing

the decisions wherein it is a part of planning. Though borrowing stocks from other

partner or such we called supplier can make the desired product demand achieved,

the company should still be aware of the possible demand for the products

because it is not always in the same case that the supplier can have enough stocks

for your needs. In short, planning, training and partnership should be maximize.
Bose’s Mexico Plant

The United Printing in-plant still maintains an office in the Bose advertising department,

with access to worldwide demands, constantly searching for efficiencies and cost

reductions. The in-plant also places orders with manufacturing, and processes all the

paperwork. Because the standards are already set, the task becomes one of eliminating

duplication and errors, and maintaining a seamless direct-to-stock flow of printed

material to Bose plants around the world. Bose wants material when it is needed, not to

sit in a warehouse. Responding to constantly changing production schedules without

creating costly inventory, or even worse shutting down the line with late shipments, is

United Printing's challenge.