Printed Circuit Board and Acme

Introduction acme Electronics and zee Electronics were spin off companies from the current Technological Products of Erie, Pennsylvania that was bought out by a C trainand manufacturer. The 2 companies were in the crease of manufacturing printed circuit boards. flush Electronics retained its original management while Omega Electronics chartered a new hot seat scarce upgraded several people within the plant. some(prenominal) companies be in the same military control of business and geographically close to distri only ifively other often competed for business.In 1976, two companies were asked by a major dispel manufacturer to produce 100 figure of speech memory units that would be employ in a new experimental copier. The keep company with the taking bid would be awarded the train to assemble these memory units. They had two weeks to arrest up with the prototypes. This paper examines the different goals pursue by pinnacle and Omega, their impact and strategies use d to achieve the goals. It also looks at persuasiveness of both methods used as hale as the best results from the company that got the winning bid. AnalysisIt is have from the case that the two companies had different goals. Omegas goals seemed to be excellent internal processes and employee enjoyment whereas Acmes goals were profits that came from operations being run very efficiently. Top management in any cheek normally sets the strategy and communicates it down to the line doer to ensure that the whole organization was represents unitedly to achieve common goals. This was no different at the two organizations above. Acmes hot seat credited his organizations success and effectiveness to the amply degree of efficiency they were able to achieve.This was because employees had outdoors cut responsibilities and narrowly defined jobs that guide to high performance. Omegas president on the other hand had great emphasis on employee relations. As shortly as Acme got the blue prints, they divided the work up among the different departments and each went off to work diligently only if with no equal with other departments. This caused problems early on in the project as the different departments were playacting like little organizational silos not sharing information or challenges they were facing.The break result was that Acme delivered the prototypes late and had a 10% defect rate but was within budget. Omega got the blueprints and immediately created cross-functional teams that worked together on the project. Even though they encountered standardised problems as Acme, they were able to quickly unfreeze them and deliver the prototypes on time and with nil defects. At first it seemed like Omega would automatically win the bid but it turned out that Acme delivered at a lower cost and the buzz off was split between both firms with clear instructions to reduce net cost and maintain zero defects.In the end, the final shrink was awarded to Acme due to their great cost-cutting efforts that saw them realize a 20% reduction in unit cost. Their goals by all odds helped them win the contract because as the president had stated their structure was best accommodate for high volume manufacture of printed circuits and their ulterior assembly. This created great high performance resulting in great efficiency and profits. Although they had problems in the sign stages, their presidents constant fundamental interaction with the client helped them out.He obviously handled the outside(a) relationship better. Summary In conclusion, both companies were effective in their own way. This is because they be pursuing different goals. Acme managed to hobble highly efficient and win the contract whereas Omega maintained the high level of employee satisfaction. This however could cost them a ken of business in the long run. They should bump off a balance between employee satisfaction and delivering on the bottom line.?