Analog Devices, Inc - Willamette University模拟设备，公司-威拉姆特大学.pptVIP

Analog Devices, Inc. Presented by: Joyce K. Fred and Darnell Price ADI Overview Who is ADI? 1996 Operations Company Goal 1996 Company Strategy ADI’s Successes 1965 to early 1980’s Growth at 27% per year 1984 to 1986 Revenues grew by 46% ($313 M) Profits grew by 105% 1988 Goal Revenue Growth of $1 Billion Warning Signs 1984 – 1986 Sales grew only 6.7% Profits fell by 38% Operational Problems Process yields less than 15% Defect Level 20,000 PPM (Motorola @ 1,000 PPM) On-time delivery was missed 40% of time Customers complaining about quality 1986 Revenues Stagnant Profits Declining Sales declined by 5% - Industry sales up by 25% Income Statement Looking for Solutions Half Life (QIP) Scorecard TQM Hoshin Kanri Hoshin Kanri Planning Principles Identify important areas of opportunity for the organization to change or improve Determine the most cost effective actions throughout the organization to achieve these changes Create a detailed implementation plan; and Provide a review mechanism to identify corrective actions and learning. Vision 2000 Build leadership positions in seven critical areas for signal processing Grow sales profits more than 20% Develop employee’s skills and competencies ADI’s Plan Four Business Drivers Customer Satisfaction New Product Development Organizational Capabilities Financial Expectations See Exhibit 8 (in case) Group Discussion Questions Given the solutions in the case, what strategy should ADI employ to accomplish its Vision 2000? What organizational changes need to occur to implement the strategy and how will it be done? Why? Groups for Discussion Group Members Lisa, Ken, George Group Members David, Yasu, Bea, Van Group Members Amy, Elvira, Jeff Michael BeerGraduate School of Business AdministrationHarvard University “I view TQM as the continuous improvement of work processes to enhance the organization’s ability to deliver high-quality products or services in a cost-effective manner.”? Why TQM Fail