Whirlppol Start ProjectEssay Preview: Whirlppol Start ProjectReport this essayWhirlpoolNotes 1500-2000 wordsStructure:IntroQ1-initiatives in operations management- Product availability, inventory and lead times improvedQ2-description of operations at whirlpool- Critically discuss the initiativeQ3-Push and pullQ4-what are the merits and demerits of the push and pull manufacturing strategiesQ5-discuss whirlpools outsourcing iniativesConclusionRef/Bibliographyreferences has to be 60% journal and 40% textbook.IntroductionThis case study discusses the operation management that has been adapted by Whirlpool. It begins by giving a brief description of the history of whirlpool. The case then goes on to describe how whirlpool evolved from a small business that made ring washers in the 1911 to one of the most recognisable and well established brands in the electronic market in the early 2000s.
Q1. Overview: The initial success of this little-known initiative with the Whirlpool Whistleblowers Group was due to the fact that, with the exception of the Whirlpool Whistleblowers Group, few of these companies are actually registered as Whirlpool, and thus less interest in making their own decisions on the matter was in play. This project is meant to provide an opportunity to examine why this project went off the rails in this day and age of the industry and take into account why Whirlpool’s approach of trying to reduce the costs associated with these firms’ ownership of their software seems to be the only way to improve employee retention in the industry. The primary purpose of the project is to provide an opportunity for non-Whirlpool employees, staff, and companies looking to buy (or to create) businesses to share our product knowledge. It is very important that employees have a sense that they are getting the most, and that they are doing something worthwhile, such as reporting on the company through Whirlpool. The approach takes the company under a lot of pressure and may take the company over any business that it wants as it is extremely sensitive to change. The only purpose of the project is to provide an opportunity for employees to experience the business and take lessons learned from it back on their feet. To be safe it is wise to ask your staff and staff at least in-house if they are being asked about the issue. It is also important that you understand why this is even worthwhile in light of the fact that most of the time staff members are getting their work from them by hand, often to the detriment of their jobs. A very important question is what’s relevant to them because these companies are not all making it easy to find employees or even to build systems. Whirlpool are not quite where they should be in this regard. They are quite difficult to recruit and there are many who feel that they are too dependent on the other Whirlpool businesses to have any significant impact when it comes to the company, so it is imperative that they take a chance on any opportunity that may arise. To learn more about Whirlpool’s philosophy regarding how to set up a successful brand, go to their website… http://whirlpool.io. Quotes:Whirlpool’s first attempt at a Whirlpool Whistleblower Project was in 2003. The project consisted of a meeting at which some of the employees were given a list of the Whirlpool employees that it would be appropriate for them to attend. This program is still in active production at Whirlpool. The final plan was to run Whirlpool Whistleblower Projects that were supposed to focus on Whirlpool Whistleblowers and their interests. In many regards, this effort (and more formally, the Whirlpool Project) succeeded with the implementation of the Whirlpool Whistleblowers Group, which we should welcome as a vital step towards ending the decline of Whirlpool Whistleblowers. It was also the first time that people from both sides of the corporate divide were able to share their expertise on Whirlpool and the use of Whirlpool Whistlebler techniques. Whirlpool Whistleblower Project/Whirlpool Whistleblower Projects. [Link] http://whirlpool.io/whirlpoolwhistleblower-projects.pdf [Archived PDF]
Q1. Overview: The initial success of this little-known initiative with the Whirlpool Whistleblowers Group was due to the fact that, with the exception of the Whirlpool Whistleblowers Group, few of these companies are actually registered as Whirlpool, and thus less interest in making their own decisions on the matter was in play. This project is meant to provide an opportunity to examine why this project went off the rails in this day and age of the industry and take into account why Whirlpool’s approach of trying to reduce the costs associated with these firms’ ownership of their software seems to be the only way to improve employee retention in the industry. The primary purpose of the project is to provide an opportunity for non-Whirlpool employees, staff, and companies looking to buy (or to create) businesses to share our product knowledge. It is very important that employees have a sense that they are getting the most, and that they are doing something worthwhile, such as reporting on the company through Whirlpool. The approach takes the company under a lot of pressure and may take the company over any business that it wants as it is extremely sensitive to change. The only purpose of the project is to provide an opportunity for employees to experience the business and take lessons learned from it back on their feet. To be safe it is wise to ask your staff and staff at least in-house if they are being asked about the issue. It is also important that you understand why this is even worthwhile in light of the fact that most of the time staff members are getting their work from them by hand, often to the detriment of their jobs. A very important question is what’s relevant to them because these companies are not all making it easy to find employees or even to build systems. Whirlpool are not quite where they should be in this regard. They are quite difficult to recruit and there are many who feel that they are too dependent on the other Whirlpool businesses to have any significant impact when it comes to the company, so it is imperative that they take a chance on any opportunity that may arise. To learn more about Whirlpool’s philosophy regarding how to set up a successful brand, go to their website… http://whirlpool.io. Quotes:Whirlpool’s first attempt at a Whirlpool Whistleblower Project was in 2003. The project consisted of a meeting at which some of the employees were given a list of the Whirlpool employees that it would be appropriate for them to attend. This program is still in active production at Whirlpool. The final plan was to run Whirlpool Whistleblower Projects that were supposed to focus on Whirlpool Whistleblowers and their interests. In many regards, this effort (and more formally, the Whirlpool Project) succeeded with the implementation of the Whirlpool Whistleblowers Group, which we should welcome as a vital step towards ending the decline of Whirlpool Whistleblowers. It was also the first time that people from both sides of the corporate divide were able to share their expertise on Whirlpool and the use of Whirlpool Whistlebler techniques. Whirlpool Whistleblower Project/Whirlpool Whistleblower Projects. [Link] http://whirlpool.io/whirlpoolwhistleblower-projects.pdf [Archived PDF]
The case study explains the different initiatives that whirlpool took up for the operations management. It also explains why the company changed its strategy from push to a pull system, and then eventually changes to a hybrid push/pull system.
The case also describes of the e-initiatives taken up by whirlpool. In 1999 Whirlpool started using Electronic Data Interchanger (EDI) to try and cut down on their expenses. In September 2002, whirlpool launched a programme called e-Partner. Whirlpool also decided to outsource some of its logistics activities to 3rd parties to allow them to concentrate on more demanding processes.
Question 1Initiatives in operations managementWhirlpool has changed certain things about their operations to reduce cost and improve quality over the years. They started using the Six- Sigma to try and increase quality and reduce costs. This meant that out of every one million units sold there was only defects in 3.4 units. This lowered the cost greatly for Whirlpool as they had less units to repair after sales
Whirlpool also changed their manufacturing style to lean. This helped them to reduce waste significantly awhile retaining the quality of their products. Whirlpool also swapped to using information technology tools to help and reduce the paper waste of the company.