Coloplast A/S organization challenges in off-shoring
Thursday, July 18, 2009
Coloplast, a global company which in turn specializes in developing, manufacturing, and marketing medical devices, executed an off-shoring strategy to be different, stay competitive and meet the powerful market requirements. In putting into action this strategy, Coloplast had a number of issues and the first was the organizational framework. Due to modifications in our organizational composition of their Danish and Hungarian creation plants, uncertainty arose among employees which in turn resulted in significant of company and bureaucratic challenges. However , the administration resolved these differences through holding a forum in which employees honestly raised issues affecting these people. Another issue which arose was expertise management and this became problems since there was clearly very limited paperwork on incongruencies in equipment operation or there was simply no proper standardization of systems in place and internal procedures. This problem could be solved through proper keeping records about all equipment processes in future. Employee schooling was likewise an issue which was brought on by problems with Danish labor actions. However , this challenge was solved through the schooling of Hungarian employees by their Danish alternative. Employee determination and conversation is the third issue which is owing to the capacity change which many personnel face. The management handled this problem by providing direct and honest information about the impending moving ahead of time in order to reduce anxiousness among personnel. Finally, neighborhood sourcing was the last issue and the finding of components from the Danish branch resulted in an increase in costs by above 60%. This problem can be resolved through local sourcing in future.
Coloplast can be described as Denmark-based intercontinental company which usually specializes in developing, manufacturing and marketing intimate medical products, as well as the dotacion of various other services associated with the medical field, consistent with the objective of improving people's lives. Coloplast begun in 1957 and function around the world. The organization specializes in five key areas and for instance , continence proper care and ostonomy products which can be under the persistent care department. The others are wound attention, breast treatment and skin area health care products which are beneath the strategic sections. In efforts to improve productivity and satisfy the dynamic customer needs, the business undertook a technique which included increasing productivity and performance in production (Nielsen, Pedersen, & Pyndt, 2008). One of many strategies utilized to achieve this goal was the moving of element of production to Hungary. This is aimed at reducing costs and increasing effectiveness in development since Hungary is a inexpensive area. Yet , certain difficulties were knowledgeable when doing this strategy and these will be analyzed in the paper. Alternatives and alternatives to the complications will also be discussed in the daily news as well as recommendations given for the implementation cover this strategy. Id of problems
One of many challenges which Coloplast encountered was the use of the Hungarian production services into the overall Coloplast company structure which is practiced in Denmark. Since Coloplast includes a decentralized corporation structure, the modern production facility in Hungary posed an issue and challenge in terms of communication and control since it was far away through the other Danish facilities. The simple fact that the Danish facilities had been decentralized also complicated the documentation of planning and standardization of production systems. This was because process workers in Denmark knew how to deal with inconsistencies in operation of equipment yet this expertise was not noted in guides....
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Figure 1: Centralized and decentralized organization structure in protection and production department of the firm
Centralized structure Decentralized structure