Describe Dana Company’s brand-new tactical competitive position
The Dana Product packaging Business has actually picked a distinction technique. This is supported by the shift to producing product packaging for high-end products. These products require more technological elegance and better products for their packaging so as an outcome Dana is making their packaging more study, vibrant, appealing, and much better sealing. The other are that Dana has made it a point to separate is in their filling process. The packages are filled just at Dana-owned plants where they worry security, tidiness, and low cost to its clients in order to keep a high reputation in their quality of the filling process.
Develop a value chain for Dana. What are its chances for cost reduction and/or value enhancement
Value Chain for Dana Product Packaging Company
Production of pulp paper|Produced in Dana’s mills around the world. Some pulp material is bought from recycling operators.
Opportunities for expense reduction and value improvement
Dana’s chances for expense decrease include outsourcing a few of the manufacturing to outdoors suppliers, which would enhance speed, timeliness and quality.
Dana needs to contract out the pulp production process to recycling operators instead of utilizing its own valuable resources to produce the pulp material. By doing this, the company could free-up plant area and labor resources that might then be used for more significant and worth adding processes. With the pulp production being eliminated the company could reduce production costs by combining the paperboard production, finishing and filling activities into one location rather than transporting the unfinished items from plant to plant.
Keeping in alignment with its differentiation strategy and to enhance customer value, Dana needs to continually seek out new technologies to produce superior quality packaging materials. Dana should continue training and developing employees as well as upgrading plant equipment to produce smaller batches of high-end materials. Reducing setup time between batches will increase customer value by allowing for more cost efficient customization options. Additionally, Dana should continue quality improvement initiatives to maintain a high reputation for the quality of their filling process.
Dana’s management is considering the use of a balanced scorecard for the firm. For each of the four areas within the balanced scorecard, list two or three examples of measurable critical success factors that should be included.
For the balanced scorecard for Dana, the following critical success factors should be used:
Financial
- Reduce Cost per Unit: Measurable by having a standard costing per each product and adhering to that
- Revenue Growth: Measurable by recording the percentage increase in sales for their new market
Customer
- Quality: Measured by doing quality checks and surveys with customers
- Price: Measured by monitoring sales
Internal Process
- Efficiency: Measurable by checking lead times between customer order and order fulfillment
- New Product Success: Measured by number of sales
Learning and Growth
- Manufacturing Learning: Measured by improving efficiency and quality over time
- Employee Skills: Measured by surveying and observing employees to make sure they understand the new systems and technology.
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