Subject category:
Production and Operations Management
Published in:
2002
Length: 15 pages
Data source: Field research
Abstract
With sales of roughly CAN$220 million in 1993, Sico had become a leader in architectural painting in eastern Canada on the strength of its sales force and wise acquisitions. Mr Lortie, the company owner, wanted to extend Sico''s markets in northeastern North America. He was convinced that Sico could become a world class producer. Yves Gosselin, the Operations Vice-President has been appointed for this objective. During his review of Sico''s competitive situation to establish his diagnosis, he received a large number of suggestions from his associates regarding both structures and infrastructures of Sico''s manufacturing system. He is assessing how to prioritise the various actions identified: reducing the number of plants, standardising paint formulas, streamlining the product line and suppliers, integrated production planning and process improvement.
About
Abstract
With sales of roughly CAN$220 million in 1993, Sico had become a leader in architectural painting in eastern Canada on the strength of its sales force and wise acquisitions. Mr Lortie, the company owner, wanted to extend Sico''s markets in northeastern North America. He was convinced that Sico could become a world class producer. Yves Gosselin, the Operations Vice-President has been appointed for this objective. During his review of Sico''s competitive situation to establish his diagnosis, he received a large number of suggestions from his associates regarding both structures and infrastructures of Sico''s manufacturing system. He is assessing how to prioritise the various actions identified: reducing the number of plants, standardising paint formulas, streamlining the product line and suppliers, integrated production planning and process improvement.