DRESDING MEDICAL

Group Members:Ashish Ladda (2010129)Eshita Batta (2010136)

Harsh Agrawal (2010139)Komal Takavale (2010143)

Pankaj Arora (2010153)Praveen Trivedi (2010156)

Introduction – Existing Scenario• Dresding Medical (DM) is a company who manufacture and sell medical

products to clinics.

• Around 50 per cent of our total manufacturing is done in-house.

• core competence is an ability to understand the needs of clinicians and translate those into our products

• Around 70 per cent of all orders involved some form of customization from standard ‘base models’.

• Manufacturing would normally take around three months from receiving the specification to completing assembly.

• The manufacturing department was largely concerned with assembling, integrating and (most importantly) testing the equipment.

Introduction – Future Scenario• DM need to change its operation strategy as it shifting its focus from Clinics

to clinics plus consumer markets.

• The primary dilemma DMI faces is how to satisfy the new direct consumer market without shunning their existing base market.

• The consumers value cost and speed, whereas the clinics value dependability and flexibility.

• DMI is also very deliberate in developing their products to the market. For example, it takes DMI over three years to develop a new base model. In order to adapt to evolving consumer demands, they’ll need to reduce those intervals to under 12 months.

• In pursuing the growing consumer market, DMI must become more agile in its product development and delivery.

Product RangeCurrent Product range New Product Range

FLEXIBILITY in terms of Customization

Products were made on order (whenever PULLED) from clinics & they value this.

• Sufficient quantity to meet demands quicker • Develop separate types of operation to service the different markets

COST Relatively high cost Customers desire low – cost.

SPEED in terms of delivery

Time to market – over three years

• Decrease time to market to around 12months. This will be valuable for customers.• Underlying technology is changing fast

QUALITY of the products

Strict quality requirements & leading edge technology

Understand new capabilities & maintain control on production

DEPENDABILITY Clinics value this Maintain control on production

Current Product Range - The Operations strategy matrix

Capacity

easy to increase /decrease capacity

Supply Network

50% of activities are in-house which needs quality, flexibility in supply

Process technology

Low process technology but high product technology

Development & OrganizationR&D, Mfg. and Sales all share common knowledge base. Incremental new product development

Quality ** * ***

Speed

Dependability

* *

Flexibility ** ***

Cost * *

Decision Areas

Per

form

ance

ob

ject

ive

Thank you

Capacity Supply Network

Process Technology

Development and Organization

Quality *** **Speed ***Dependability

**

Flexibility *** *Cost *** ** *

* Some Importance

** MediumImportance

*** Very Important

• Quick adjustments according to demand

• High Cost of Adjustments

• New dependable Supply Network needed

• Speed is crucial

• New Processes for Volume Production

• Check on quality conformance of new suppliers

• Need more cost for organizing R&D and sales

• Quick time to market

New Product Range - The Operations strategy matrix

DEPENDABILITY

QUALITY COST

SPEED

FLEXIBILITY

Polar Diagram

- - - - Old operation Strategy

New Operation strategy

Thank You