Komatsu ltd and project g essay
Bought and develop advanced technology to boost quality, also to increase performance to the Cat’s level. Launched “management simply by policy. “Project A, ” sought to make the quality of Komatsu’s middle-sized bulldozers to Cat’s level & instituted the “Plan, Carry out, Check, Act” (PDCA) cycle. In 1966, his five-year “World A” campaign sought to make Komatsu internationally competitive in price and quality. Results Project A allowed Komatsu to double its warranty period within couple of years while trimming claim costs by two-thirds.
Komatsu experienced emerged because the major challenger in the construction equipment industry.
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Komatsu’s potentially dangerous dependence on domestic sales decreased. The Nogawa Era (1982-1987) Strategies Concentrated more in cost-cutting and aggressive sales tactics than on switching production overseas or lowering Komatsu’s reliance on the stagnating construction industry. Made comprehensive capital assets to cut costs, launched a plan to use assets more efficiently enhanced research and testing activities. Short-term strategy – increasing prices overseas, expanding overseas parts purchase, and slicing production costs.
Medium-term approach – developed more marketable construction equipment products through increased R&D spending and capital purchases of manufacturing features. Long-term – he told, “Komatsu is usually gearing on its own toward new company areas of high-growth potential. ” Internationalization: Institution of two important international plants Chattanooga, Tennessee, Birtley, United Kingdom. Results Reduction in overall sales as a result of falling demand, worldwide price wars, a rapidly rising yen. Nogawa’s apparent resistance to faster plus more dramatic modify, and his unpopular autocratic supervision style at some point resulted in his replacement.
The Tanaka Time (1987-1989) Tactics Tanaka finished the techniques of selling price discounting and high-pressure product sales. Framed desired goals of internationalization and merchandise diversification & pushed the business toward regionalizing production in Europe and the United States. Started Market Coverage. Results It began sourcing mini-excavators intended for the Western european market in the Italy, dump trucks from Brown (U. K. ) and vibratory rollers via ABG Werke (Germany) promoting them all over the world under a unique name. Imported backhoe loading machines from Italy into Japan.
Entered into a 50/50 joint venture with Chest of drawers, the American oil companies company. Komatsu’s market share droped from 35% to 31%. Katada Era Strategies Offered New Course, New Tradition to the company. Stimulated fresh initiatives. Challenged the organization with a brand new slogan, “Growth, Global, Groupwide”. Launched Job – G: the organization committed itself to return to growth. Motivated his organization to grow the nonconstruction part of organization aggressively that will position that well in three growth segments—electronics, robotics and plastics. Results
Organization was now expanded as “a global and compound high end organization that integrates hardware and software as systems. ” SWOT Analysis Power Ability to quickly react to situations. Implementation of plans & their execution. Weakness Belated in Internationalization. Relying more on household market. Opportunities Exploring fresh horizons & expanding their very own arms in other countries. Eyeing their particular business in to new industries. Threat Throat-cut competition from its rival opponents. Dependence on stagnating Construction market. Fall in business.