Connor Metals Case 6-3 CIS By: Bradley Erickson
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1 Connor Metals Case 6-3 CIS By: Bradley Erickson
2 Mission Statement To provide custom-developed metal stampings and wire forms that will be 100 percent reliable is a cost efficient manner. Introduction Connor manufactured metal springs and stampings for large U.S. original equipment manufacturers. Approximately 20 percent of Connor s business was producing coiled springs, which were commodity-like in their composition and manufacturing; the remaining 80 percent was metal stampings, complex wire forms and assemblies, all of which varied widely in design and therefore required significant engineering expertise to produce. Connor s competition, fragmented around product lines, comprised 600 to 700 primarily owner-operated job shops, most of which had an average of 20 to 30 employees. Customers typically chose their suppliers based on price, particularly since quality and service were notoriously poor within the industry. Bob Sloss became president of Connor metals in When Sloss took over, he recognized that the company could not survive by maintaining its traditional way of doing business. To respond to the threats that the company faced, Sloss drove the company through significant change. In 1984, Connor opened a new facility in Dallas, Texas. That same year, Sloss decentralized the company, turning day-to-day authority over to the plant managers. Sloss repositioned Connor as a service-oriented business which would focus of providing customdeveloped metal stampings and wire forms and would be 100 percent reliable. To support these changes being made, Sloss hired Michael Quarrey as Connor s human resource and information systems manager. Quarrey, who had a Bachelor of Science degree in computer science and an MBA and had worked at the National Center for Employee Ownership, was given the mandate for developing an order tracking system that would support Sloss goal of empowering workers with information. This system significantly changed access to and availability of information regarding the process for designing, manufacturing, selling and servicing products. At the close of 1990, the system had been up and running successfully in the Los Angeles division for six months. Sloss now hoped to push the technology out to the other divisions in an attempt to improve the firm s profitability. To convey the company s new identity to the outside world, Sloss changed the company s name to Connor Formed Metal Products from its previous name, Connor Springs. Summary/Situation The dilemma Connor is facing is whether or not to roll out the new Information System architecture to the other divisions. Even though most of the managers generally seemed excited about the new system, they had a lot of questions. The main question was whether the system would really work in the smaller divisions. In the Los Angeles shop where you have 100 people, things like the shop hold really cut through the layers. You may not need to do that in San Jose or Portland, where internal communication is already excellent. (CASH) By the close of 1990, the Los Angeles division had had already to see dramatic improvements. Run speeds on a number of jobs had increased by as much as 20 percent. Repeat defective jobs had reduced from 14 percent in 1989 to 4 percent and credits issued to customers fell from 4 percent of sales to.5 percent during the same period. The plant s head
3 count had dropped through attrition by 15, while its sales had risen 28 percent to an annual level of $10 million. The installation required Connor to raise its prices, but annual quality ratings had soared to near perfection and customers were still hiring Connor despite the higher prices. Sloss was even seeing results in his bottom line when Los Angeles s pre-tax profit rose 5 percent in Employee ownership had reached 42 percent and Connor s stock value had increased 35 percent in the past year. Based on the results shown in the Los Angeles division, which had been the least profitable of all the divisions, Sloss had to decide whether or not he wanted to implement the new IT system in the other divisions of the company. Porter s five forces prices. Threat of New Entrants: High The threat of new entrants is high mainly form offshore competitors with lower Threat of Substitutes: Low With Connor Metals focusing on Custom-made Metal products, the threat of substitutes would be low. Supplier Power: Low The supplier power would be low since Connor was working with a small number of basic materials. Buyer Power: High The buyer power would be high because of Customers ability to shop around. Degree of Rivalry: Growing Rivalry would be high since the threat of new entrants is high. Low supplier power will also call for high rivalry. The price will be lower due to the competition. Organizational Structure Prior to Sloss taking over the company, Connor metals followed a functional structure with a rigid hierarchy of management. As a functional organization, Connor Metals generic strategy would be cost-leadership. Once Sloss became president, his first move was to decentralize the company into four autonomous divisions out of the four existing branches, making it a divisional structure giving each full profit and loss as well as capital expenditure responsibility. The four branches were the Los Angeles branch, San Jose branch, Portland branch and a 4 th branch consisting of the Dallas and Phoenix plants but later merging the 2 plants into a new Dallas plant. With this change, Sloss repositioned Connor as a serviceoriented business which would focus on providing custom-developed metal stampings and wire forms. Connor went from a cost-leadership strategy to a differentiation strategy.
4 IT Architecture For the analysis of this case, McFarlane s 4-stage model of technology assimilation needs to be used. Through Sloss push to evolve the company, the first stage, initiation, has been completed. The initiation phase is decided by the company s decision to purchase or not to purchase the form of technology in question, which in this case is the new IT system created by Quarrey. Once the first stage is complete, Connor moves to the second stage, Contagion. This stage involves the growth of the technology in question, being the new IT system. This is the stage that Connor Metals is currently in. If Sloss can successfully implement the new IT system in all of the branches, then they will be able to successfully move on to stage 3 of technology assimilation. If, however, Sloss cannot successfully implement the IT system in the other branches, then Connor metals will have hit stagnation block B and will fail to successfully assimilate the new technology. Stakeholders Stakeholder 1: Connor Metals Shareholders The shareholders have a critical stake in the success of failure of the company and have monetary investments in the future of Connor Metals. Stakeholder 2: Bob Sloss As the president of Connor Metals, Sloss has a very large stake within the company. With him leading the charge in the IT changes, he is responsible in whether or not his changes lead to success or failure. Stakeholder 3: Connor Metal Employees Since these are the people that will be affected by the new IT system and some Employees are also shareholders, they have a critical stake in Connor Metals. Stakeholder 4: Connor Metal Customers After the new IT system lead to raised costs, customers still hired Connor, which suggests a loyal customer base. They have a critical stake in Connor. Courses of Action/Alternatives 1. Do Nothing This option will involve not implementing the IT system in the other branches at Connor Metals. When the new system was implemented at the Los Angeles plant, the plant was the lowest performing division of Connor Metals. The system did lead to better performance at the plant, but that doesn t necessarily mean that it will lead to further improvements at the other plants that are already doing well. The Los Angeles plant was the largest of the plants and the new IT system was designed for that so it might not work for the other, smaller plants. Bob Sloss would continue to see a 5% rise in profits. The shareholders will benefit because of the increased profits of the Los Angeles plant. The customers will still be able to purchase the custom-made metal stampings but it would be at a higher price. The employees at the Los Angeles plant will have to learn how to use the new IT system but it will help in making their current job easier and more efficient.
5 2. Implement the System in all Divisions Option 2 involves implementing the new IT system used at the Los Angeles plant in all the other divisions. This would require all of the other divisions to adopt and implement the new system. In a perfect world, this option would lead to the same promising results that were seen at the Los Angeles division. This option would allow for Connor Metals to continue to stage 3 of the 4-stage model of technology assimilation. This option is supported by Sloss and Quarrey as well as many of the divisional managers. The quality control manager from the Portland division, Carl Brandstetter, insisted that it would be a wise move for their facility. He said, We absolutely want to go to Connor software. We don t need most of that packaged software, so custom is perfect for us. We have long recognized the limitations of the system 36. We rail against it every day. Data entry is counter-intuitive, and to correct an error is unacceptably complex. Plus, we don t even have word processors or spreadsheets. What we have now is a dog. We ll all probably go out to lunch if we get the new system! Other managers had some doubts about the system. A plant manager in San Jose noted: I have some concerns about switching from Job Boss to a new software. We have already invested a lot in training everyone in the office to use our current system. What if we don t like some of the new ways of doing things? Even if we do like it, we re already making record profits in San Jose why throw our information systems up in the air? If this is the option that is selected, Connor Metals will potentially be able to move on to step 3 of technology assimilation. Bob Sloss will continue to see profits in the Los Angeles plant but it will be costly to implement the new system in all the other divisions. If the system doesn t work out, Sloss would be held liable. The shareholders would potentially benefit if the new system does in fact work out. They could also suffer if the system fails in the other divisions. The customers, since they are a loyal base, will continue to be able to purchase from Connor. Prices may increase due to the implementation and training cost of the new system. The employees will be affected because they will be the ones who have to use the system. They have to learn how to use the new system and that could take a while and could potentially cause frustration. 3. Give each Division the choice to go with the new system or not Going with this option would mean that each division would have the choice of whether or not they want to implement the new system or not. Some of the divisions, such as the San Jose division, don t really need to implement the new system. The San Jose division, with its current system, had achieved record profit margins. The new system was designed for the Los Angeles division which was the biggest division at Connor. This could mean that it wouldn t work well with some of the smaller divisions at Connor. Bob Sloss will allow for the other divisions to decide if they want to implement the new system or not. Since it would be the other divisions choice, Sloss would have no say in the matter. The shareholders could potentially be affected if a division decides to not implement the new system. If it isn t implemented and that division starts o lose profits, the shareholders will
6 potentially be affected. The customers will still be able to purchase the metal stampings and wire forms as usual. The employees will continue to use the current system if the division decides not to implement the new system. If the division decides to implement the new system, the employees will have to learn the new system which could be costly and time consuming. Recommendation I would recommend that Connor go with option 3. I feel that this option gives the division managers the option to decide whether or not they need to implement the new system in their division. Even though the new system did lead to positive results in the Los Angeles division, it doesn t mean that it will bring the same results to all of the other divisions. While Connor Metals was able to still attract customers despite the rising costs due to the implementation of the new system in one division, we don t really know if they will still be able to attract customers if they were to implement the system across all the divisions. This option will allow for the divisions that are doing well to have the option of not implementing the new system. As it sits now, Connor Metals is profitable and has a very loyal customer base. It is unknown if the cost of implementation costs will bring enough positive to make it worth it for all of the divisions.
7 Bibliography 1: Case 6-3: Connor Formed Metal Products Management of Information Systems, CIS 401 Course pack, Professor Barker
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