ABSTRACT
CCB Products Corporation is facing competition domestically and from low-cost countries. In recent years, products from low-cost countries were threatening the top players in the market, and everyone was strategizing to maintain their market share. CCB had gone through several ownership changes in the past and it lost its competitive edge in the market due to expanded lead times for the delivery of its products. CCB had good-quality engineered products which met a lot of customer needs, so customers were still interested in procurement if CCB became more responsive to their needs. The outlook from the sales team was positive and had projected higher sales, if responsiveness was improved in addition to product variety offerings. Transformation efforts during previous ownerships had fallen flat on its face due to lack of investment, employee training, and communication failure with the union. The workforce was very experienced, but it required convincing the union to begin any transformation effort, especially since previous efforts were not in earnest or well negotiated. Historically, failure of previous efforts created lack of enthusiasm for change. Alex, the newly appointed Operations Director, was charged with turning the business around. There are several layers of complexity that Alex would have to address, but the first step in the process was to understand the business and create an opportunity which will unite all the stakeholders and drive the much needed transformation. Alex and his project team embarked on an initial analysis of the business and the product line to create the change roadmap for this organization. The project team establishes their focus product line for improvement to create the structure for the change Alex envisions for CCB.
