ElectroMobile Company (EMC) manufactures electric golf carts, electric all-terrain vehicles, and electric senior-citizen mobility scooters. Each of the three products has two or three models. Because of the somewhat erratic product demand and the lead-time needed for the setup for a model changeover. EMC has been increasing its raw -material and finished-goods inventories. Work- in -process inventories are relatively low and have consistent costs from one month to the next.

During the last five years, EMC has experienced increased inventory costs, decreasing profit margins, and customer complaints concerning the long lead-time to fill sales orders. EMC's president, Lou Watts, has been concerned about these problems and has been discussing ways to change these deteriorating conditions with his production, marketing, and accounting staff.

For the past few months, this top management group has been looking at how a just-in-time (JIT)

manufacturing system utilizing a "Kanban" concept could be used in their company. The team has assembled data that indicates that EMC could change their production process from one of "production push" to "demand pull" by rearranging 'heir production floor into manufacturing cells that would be dedicated to one of the three products produced. Slight modifications to the equipment in the cell would be needed for a changeover from one model to another. Cell production teams would be responsible for cell performance, maintenance on machines and equipment, solving their production problems, and training.

The management team has reached a point where it needs an outside consultant and has hired Grant Withers. EMC wants Withers to explain the procedures and issues involved in changing from a "production push" to a "demand pull" production process.

Required:

1. Discuss the effects on EMC's planning and operating processes if EMC implements a "demand pull" production system.
2. Identify and describe at least five benefits to EMC that should result from the "demand pull" production operating approach.
3. Discuss the behavioral effects of the proposed change at EMC on team participation in planning and production.