Printed Circuit Board and Acme

Introduction eyeshade Electronics and Omega Electronics were spin off companies from the original Technological Products of Erie, Pennsylvania that was bought bug out by a Cleveland manufacturer. The devil companies were in the business of manufacturing printed circuit boards. big top Electronics retained its original management while Omega Electronics hired a new chairperson but upgraded several people inwardly the plant. twain companies being in the same line of business and geographically close up to each other often competed for business.In 1976, both(prenominal) companies were asked by a major photocopy manufacturer to produce 100 prototype holding units that would be used in a new experimental copier. The guild with the pleasant bid would be awarded the contract to assemble these memory units. They had two weeks to come up with the prototypes. This paper examines the different goals pursued by spinning top and Omega, their impact and strategies used to achieve the goals. It also looks at effectiveness of both methods used as well as the best results from the company that got the survivening bid. AnalysisIt is cause from the case that the two companies had different goals. Omegas goals seemed to be excellent internal processes and employee satisfaction whereas tallnesss goals were simoleons that came from operations being run very efficiently. Top management in any organization usually sets the strategy and communicates it down to the line role player to ensure that the whole organization was working together to achieve greenness goals. This was no different at the two organizations above. big tops president credited his organizations success and effectiveness to the high point in era of efficiency they were able to achieve.This was because employees had clear cut responsibilities and narrowly defined jobs that guide to high operation. Omegas president on the other buy the farm had great emphasis on employee relations. As soon as A cme got the blueprints, they divided the work among the different departments and each went off to work diligently but with no contact with other departments. This caused problems early on in the project as the different departments were acting like little organisational silos not sharing information or challenges they were facing.The end 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 akin problems as Acme, they were able to quickly resolve them and deliver the prototypes on time and with zero defects. At first it seemed like Omega would automatically take the bid but it turned out that Acme delivered at a lower toll and the contract was split between both firms with clear instructions to reduce final costs and maintain zero defects.In the end, the final contract was awarded to Acme due to t heir extensive cost-cutting efforts that saw them straighten out a 20% reduction in unit cost. Their goals definitely helped them progress the contract because as the president had stated their structure was best suited for high volume manufacture of printed circuits and their subsequent assembly. This created great high performance resulting in great efficiency and profits. Although they had problems in the initial stages, their presidents constant interaction with the client helped them out.He obviously handled the external birth better. Summary In conclusion, both companies were effective in their own way. This is because they are pursuing different goals. Acme managed to stay highly efficient and win the contract whereas Omega maintained the high level of employee satisfaction. This however could cost them a lot of business in the long run. They should strike a balance between employee satisfaction and delivering on the bottom line.?