. CASE: SIGMA CORPORATION-CONTROL SYSTEMS FOR A GLOBAL VISION The widespread own
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. CASE: SIGMA CORPORATION-CONTROL SYSTEMS FOR A GLOBAL VISION The widespread ownership of digital cameras has brought photography to an entirely new generation of enthusi- nd artists. Though photo quality primarily depends on the ability of the individual behind the camera, the presented a key competitive advantage over larger lens producers such as Nikon and Canon. The full line of Sigma's products is manufactured in its Aizu, Japan, factory. In-house design, idea sharing, and onsite deci uipment itself serves as an important tool for captur sion making through collaboration encourage efficient, ing a desired image. In the competitive digital photogra- innovative product design.' Nearly all processes are y industry, manufacturers such as Nikon, Canon, and completed at the Aizu factory-locally sourced glass ground, plastic parts are molded, metal screws are manu- Sony vie for market share by attempting to deliver reli- able, high-quality digital imaging equipment. However, factured, and lenses are painted and assembled. Sigma's centralized operations allows processes to be automated through state-of-the-art manufacturing technology while maintaining its "small office, big factory "What that means is that we have a very small, lean team for administration, but a big engineering team," Yamaki explains. "We're a small company, comparatively. So we have a much smaller administrative staff than bigger r Sigma Corporation, the world's largest, independently ned single-lens reflex (SL.R) lens manufacturer, poor quality control, focusing issues, and subpar repair of its lenses became the topic of many orums. The issues seem LensRentals, a popular online photographic equipment rental company, from its stock. For Sigma, reversing this negative percep companies."a tion required refocusing its efforts on its internal control system process After succeeding his father and founder of the company online photography ingly became so pervasive that considered removing Sigma lenses entirely To address issues of quality control, Sigma created a pro- prietary lens testing system to test each lens manufactured Sigma's A1 MTF testing system ensures that each lens Michihiro Yamaki in 2012,' CEO Kazuto Yamaki simpli- meets its stated sharpness specifications." If the lens does not meet exact speci fications, it is sent back for rework fied Sigma's new lenses into three categories: art, contempo- over ing.If If a lens cannot be brought to specification, iti lens size and price. The contemporary line prioritized size carded and weight for shooting versatility. The sports series fea Though Sigma manufactures its own SLR camera bodies tured high-powered lenses for shooting fast moving objects each of its lenses are offered in mounts compatible for use from a distance.'These lenses became the first glimpse into on other manufacturers' cameras, primarily Nikon and Sigma's new global vision for producing reasonably priced, Canon. Sigma attributed much of its previous lens-focusing gh-quality lenses rather than high-volume, mass-market issues to differences in camera calibration from these ma ufacturers.' Although the newer, more stringent quality lenses. To fulfill its new vision, Sigma's management a neering team collaborated to rethink its production process. Sigma's in-house m igma decided control system alleviated most of the issue, S to offer customers the option to send in their Nikon nd engi- anufacturing capabilities Canon, or other branded camera body along with theirExplanation / Answer
Case Questions
1) By rejecting and disposing the lenses which do not meet the specification Sigma corporation is adopting Concurrent Control sysytem of organization.In concurrent control the control takes place when activity in progress and qulaity checking of the product happens before taking feedback.Sigma corporation adopted this to check the quality of the lenses before marketing the product by its own employee.
2) The customer feedback for the lenses on quality issues,Focus adjustment and subpar repair of lenses made the corporation to rethink about the quality issues in their product in a higly competitive market.The online rental plaatforms denial to showcase the products also triggereed an alaram in the company to seriously think about quality issues.
3) Sigma developed a quality testing procedure and developed a team to focus aon the quality at each point of manufacturing which can reject the lens sysytem if it does not meet the specification.This helped in agreater way to sigma corporation to focus on quality issues.The lean dministrative team and the big factory helped it to focus on the product more than other administrative requirements when it is competing against other big players in market.
4) sigma corp. used both feedback and concurrent control sysytem in organization to help in improving quality of product.It used feedforward control to focus its proces on quality over price and created three different kind of products to help people in easily choosing a product category
They selected the concurrent control to check the quality issue of the product in house to meet the specifications.
Sigma also created a feedback control to adjust the camera lens properties both online and offline whcih is the only system provided in the market in order to help the customer and take the feedback simultaneously .This control helped to regain the reputation of the company.
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