ABSTRACT
“That’s a pretty broad objective we’ve set for ourselves,” Harry McMillan thought to himself. As manufacturing director of Firestone New Zealand, he would be largely responsible for implementing the following strategic goals developed in a series of top-level management meetings:
Ensure the survival of manufacturing in New Zealand.
Provide customers with the best performing tire in the New Zealand market.
Continuously improve on all key factory indices of quality, cost, and productivity.
Focus the factory on passenger and light truck steel belted production, while providing the sales department with the sizes, types, and quantities of products that can be economically produced.
