Read the short Case Study 13-1: Wash & Dry, Inc. and answer the four (4) questio
ID: 392062 • Letter: R
Question
Read the short Case Study 13-1: Wash & Dry, Inc. and answer the four (4) questions in complete detail in complete sentences - paragraph format.
CASE 13.1 Wash & Dry, lnc.
Wash & Dry (WD) is a small manufacturing company with annual revenues for 2015
reaching $10 million. Located in Bellefonte, PA, WD produces various types of laundry and
personal soaps as well as an array of paper products, such as paper towels and napkins. The
unique nature of WDs products have allowed it to grow from a start-up in 2010 with revenues
of $1 million to where it is today. WDs products are totally sustainable and command
a higher price than competitors in the markets they serve. Their products are sold through
both mass merchandisers as well as specialty retailers.
WD manufactures it products in two plants in Bellefonte: one dedicated to the soap line
and one to paper products. From these two plants, finished products are transported to
their distribution center located in Harrisburg, PA. From there, mixed shipments of soap
and paper are sent to the retailer distribution centers where they are sorted and mixed with
other products going to retail stores'
As a relatively small company, ¡ WD had a very unsophisticated set of key performance
indicators (KPIs). At the plant, the KPI was "did we make what we were scheduled to
make today'' At the DC, the KPI was 'did we ship what we were supposed to ship today.”
Although these two KPIs seemed to work in the past, WDs growth and pressure from its
retail customers for better service made it necessary for WD to consider developing a more
a comprehensive set of KPIs.
CASE QUESTIONS
l. If you were hired as a consultant to develop these KPIs for WD, how would you assess what KPIs they should be measuring? In general, what areas of service and cost would these KPIs address? Be sure to include both internal and customer KPIs'
2. What KPIs would you recommend for the manufacturing facility? why?
3. What KPIs should be used at the distribution center? Why?
4. How would you measure the revenue and profit impacts of these new KPIs?
Explanation / Answer
1. considering what WD does as an organization and how they have developed so rapidly because of how extraordinary and focused their item can be contrasted with different items, I would view the key execution markers as: dependability, responsiveness, adaptability, expenses, and resource administration. Wash and Dry Inc. has become an awesome business and knowing how their customers has developed, numerous things must be considered to keep these customers and have request. Dependability is a major factor that should be assessed always by guaranteeing that the clients get the correct requests at the opportune time. Responsiveness relies upon how quick can WD convey that request to the client. The business must have the capacity to keep their clients by knowing how to respond and convey when the market request changes or vacillates relying upon how the pattern is moving. Adaptability is expected to concoct new and inventive plans to continue developing as a business. Expenses are a major factor to be viewed as, beginning from how the item is made to the delivery and conveying costs. Cash is constantly essential to a business since they should have the capacity to make more benefit than spending. The business must know how to help request fulfilment by including administration to keeping clients fulfilled.
2. Assembling is the making and handling of items that an organization has. I would prescribe for WD to center around time and nature of the items. These key execution pointers will enhance if the assembling office is making quality items in time for them to get conveyed. Clients will be fulfilled if these requests get on time.
3.A key execution pointer that I would prescribe to be utilized at the conveyance focus would be time. I trust time is critical to ensuring orders are conveyed on time. A business that can ensure a conveyance on a date can accept will have returning clients since they be dependable
. 4. I think WD has developed claiming they have thought of their client first constantly. On the off chance that they keep on understanding what the client needs, and needs are and if WD can react to that interest at that point benefits will keep on developing. Time and quality are essential to clients because there are such a significant number of different items that are accessible to them that they see what a business can give that their rival wont. For whatever length of time that clients are accepting their requests on time with no harms at the correct time and place, at that point WD will have steadfast clients and expanded benefits.
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