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To identify a plan of action in dealing with the many problems Morgan face, it is necessary to identify the companys current strategic plan, whilst looking at the everyday basic working patterns of the employees. Tradituionally there has been little change from the nostalgic lines of the 10s, in 10 the company offered models of road car(the Morgan4/4, the Morgan 4/4 4 seater, and the Morgan plus8). I t is also evident that there has been little change in the methods of production during this time frame.This fact is emphasised by the telling exchabge between Harvey-Jones and the foreman, which took place in the chassis shop. How long have you worked here? Asked Harvey-jones. Thirty two years replied the foreman Thirty tow years? You must have seen sonme changes
Nope(troubleshooters video) Morgans current competitve priorities would have to be cost as the company has had a reputaion for always being a relatively cheap customized vehicle, with the average retail price at around £5,000. The suggestion of raising the price to increase profit margins was met with a firm rebuttal. Rich are very fickle(Charles Morgan, Troubleshooters video) However It is apparent that if Morgan wishes to continue as a low cost supplier of customized vehicles it shall have to address issues such as its labour and overheads. Morgan prides itself on its unique hand made selling point, however as Sir Harvey-Jones points practices such as introducing elementaery equipment such as power troopers would make little difference to potential customers. Furthermore physically pushing the chassy around the factory floor is a waste of both time/money. The introduction of modern technology- will in effect speed up the working process having littleor no into the factory will ultimately lead to increased productivity, however it will have initial drawbacks. For instance the introduction of new technology into a factory, where the staff are highly skilled may cause initial disharmony. For instance it takes 4 years to train a Morgan worker, and many of the workers have been emplyed with the company for 0-40 years. They may see the technology as a threat to jobs etc, instead of a welcome addition to there working envirionmnet. Also as Harvey-Jones states- There are no spares in a small company, i.e if somebody is undergoing training, their work is not being done-and this is a limiting factor Another competitve priority is Time. With the company working through orders for the period 178-18 and with a spiralling waiting list of 450 people, On-Time Delivery is essential. Peter Moragan comments that many customers who pay their deposit grow tired of waitin and cancel there orders, similarly at motor shows customer interest swiftly cools, when they are told they shall have to wait -4 years for the delivery of their Morgan vehicle. Therore it is a priority to reduce waiting times for delivery to 1 year with a target rate of 5% of succesfull delivery within the time frame. I propose to reduce waiting times by increasing inventories. The troubleshooter video reveals that cars can be lying around the factory for 1-14 weeks, therefore increasing inventories will allow additional storage of parts and equipment. Also simple adjustments to how the vehicle is built such as putting the engine in at the end will speed up the process. This is due to the car being built in units and assembled nearer the end of the process. At present the car is built as a whole unit passing from one stage to another. Splitting the tasks into smaller units will increase the rate of productivity, as the workers will continue their skilled working patterns with the advantage of dealing only with the materials that they require. Also new technology will allow them to remain at there post instead of physically transporting there completed work to the next working station. However ncreasing inventories will have the effect of increasingAround a 1/ of the current fixed costs are devoted to labour, however the close working harmony between the workforce, and the nature of their skilled work leads me to disregarding the notion of job cuts. nstead i intend to make considerable savings through the adaptation of the order-placement process. By introducing internet orders, a potential client can initiate his interest and place an order without having to physically talk with anyone-this reduces the need for call centres, or in the case of Morgan secretarial staff, also the setup costs of a website are low, meaning the savings genereated considerable outweigh any initial costs. In addition to this any pricing changes (which are inevitable due to increasing employee wages in line with inflation) can simply be changed on the website without the costs of additionally marketing in terms of newsaper advertisemnts/company catalogues etc. Finally in 10 around 40-50% of the customers waiting for their Morgan vehicle came from outwith the UK. Therefore the internet allows the firm the opportunity to take ordes 4 hrs a day, therefore helping to achieve a comparative advantage over bricks and mortar firms. Also the implimentation of a computer ordering process, will in the long run save the firm time and money, having the effect of increasing productivity. Currently when the stock levels are low an employee notes this, he then reports to a manager who then orders. Instead a system where stock levels are frequently updated and the system automatically orders, when a part/item falls below a set level will eradicate this ineffient use of time management. Please note that this sample paper on morgan cars is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on morgan cars, we are here to assist you. Your cheap custom college paper on morgan cars will be written from scratch, so you do not have to worry about its originality.
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