Dennison Manufacturing International "Growth opportunities are always accompanied by challenges," exclaimed the CEO of Dennison. She then went on to explain why you, a consultant, were hired. Dennison started business in the city of Waterloo in 1951 as a manufac- turer of televisions and electrical products. Television manufacturing was discontinued in the 1970s. Dennison remained in the electrical products business, which over time required it to enter many new markets. New products had to be constantly developed to maintain growth. The life of many of those products was short, and thus many products were exited after a few years. In addition, competition and the need to be cost effec- tive obliged Dennison to locate new plants in China and India, and to enter into outsourcing arrangements. Along the way, Dennison also acquired about 30 small manufacturing plants. The result has been that Dennison now has 36 plants worldwide. Systems integration attempts were a constant challenge because of acquisi- tions, outsourcing arrangements, and new product implementations. If there had been a uniform enterprise resource planning (ERP) system, the CEO said, there would have been fewer problems for you to resolve. Sung, one of the older, larger divisions, has been subject to a series of problems, which the division's general manager and his controller have not been able to resolve. The CEO introduced you to the general manager and the controller. They explained that the sales have been lagging behind expectations, with the recently completed year being typical of the last three. A bigger prob- lem has been that for the first year in decades, actual profits have become neg- ative. You are shown the operating statement in Exhibit 1. After a quick review of the operating statements, you asked if there have been any changes to the manufacturing process. You were told that the only change has been the use of a new supplier for the major components. The new supplier, EL Manufacturing, was an acquisition by Dennison that occurred late in the previous year. The acquisition was premised largely on EL being able to replace most of Sung's existing suppliers. The components from EL have defects, whereas the previous suppliers provided defect free components. Con- CASE 14: DENNISON MANUFACTURING INTERNATIONAL Exhibit 1 SUNG ELECTRONICS DIVISION Operating Statement For the Year Ending December 31 (millions of dollars) Sales Variable cost Direct materials, components Direct labour Manufacturing overhead Selling Contribution margin Fixed expenses Manufacturing overhead Selling Administration Net operating income Working capital Net fixed assets Investment ROI, % Budget 842.0 270.2 34.8 78.0 38.4 421.4 420.6 2 196.4 42.4 74.4 313.2 107.4 SUNG ELECTRONICS DIVISION Modified Balance Sheet As at December 31 (millions of dollars) Actual 823.8 281.0 47.8 110.6 38.2 477.6 346.2 264.4 42.2 74.6 381.2 (35.0) Actual 57.3 153.2 210.5 (16.7) sequently, more materials and labour were needed, and rework and spoilage were charged to overhead. You ask for information on the cost of quality and customer satisfac- tion, and you receive the information shown in Exhibits 2 and 3. You are also informed by the divisional general manager that EL wants a higher price for the components being supplied to Sung. The general manager at Sung is opposed to any increase in price paid to EL because the market price is less than what EL currently charges. (You confirm with an inde- pendent source that EL is presently charging Sung five percent over the market price for the components.) Two days later, the CEO introduces you to the general manager of EL. The financial statements for EL are contained in Exhibit 4. You learn that all of EL's production goes to Sung at a markup over costs sufficient to yield a 20 percent ROI, which is Dennison's markup for setting transfer CASE 14: DENNISON MANUFACTURING INTERNATIONAL Prevention Appraisal Internal failure External failure Total quality costs Product quality Durability Good value Features Exhibit 2 SUNG ELECTRONICS DIVISION Cost of Quality Report For Years Ending December 31 (millions of dollars) T T 1.1 2.1 3.2 8.8 15.2 Working capital Net fixed assets Investment ROI, % T 60.5 57.3 47.2 61.0 Exhibit 3 SUNG ELECTRONICS DIVISION Customer Satisfaction Survey For Years T3 to T (percent satisfied or highly satisfied) T. 2333D 1.2 23 Revenue Cost of goods sold Gross margin Selling and administrative expenses Net operating income 24 3 1.8 7.7 84.5 90.4 Exhibit 4 EL MANUFACTURING Operating Statement For the Year Ending December 31 (millions of dollars) 76.1 69.3 EL MANUFACTURING Modified Balance Sheet As at December 31 (millions of dollars) T- 12373 2.2 2.3 1.7 7.3 T. 84.6 93.7 775 70.4 Actual 147.4 104.9 42.5 36.4 6.1 Actual 4.1 26.6 30.7 20.0 T-3 1.2 2.0 2.1 1.6 6.9 T3 85.8 93.0 78.4 70.7 CASE 14: DENNISON MANUFACTURING INTERNATIONAL prices between divisions. This arrangement started at the beginning of the year that just ended. The general manager of EL wants the markup to be increased in order to earn a 25 percent ROI, which he says is consistent with what is earned by other, independent firms making the same compo- nents. (You confirm that those other firms were earning 25 percent ROIS.) Required Analyze Exhibit 2, which is a cost of quality report for the Sung Electronics Division of Dennison manufacturing. How does the report manage product quality? Executive letter of transmittal Overview Issue Identification Analysis & Identification of Alternatives MAIN ISSUE: To: From: Date: Re: Main issue -> Sub issue -> (For Each Main Issue/Sub issue identified) 1) Numerical analysis: Exhibit A Alternative # 1 -> Alternative # 2 -> Pros Cons Alternative # 3 -> Pros Cons inancial impacts? IMPORTANT i) Identify your role ii) Identify the 'Re:' what have you been explicitly been asked to do Provide INSIGHT High overview of the Company - strategy? - profitable? - avoid rehashing co. facts Focus of your analysis + discussion of alt's Financial impacts? Page 1 Financial impacts? If time left discuss some of these aspects SHOULD BE SEPARATE FROM THE BODY OF THE CASE For any case 'should' be done first This will help you org the discussion of alt's At minimum there HAS to be atleast 2 alternatives for EACH ISSUE Do nothing (or STATUS QUO is an alternative BUT You need to elaborate SUB ISSUE: CONCLUSION: Implementation Plan CONCLUSION: Page 1 Financial impacts? Alternative #2 -> Alternative #3 -> Alternative #1 -> Alternative #2 -> - Short Term -> Pros Cons Financial impacts? Additional recommendations & considerations (WITHIN CONTEXT OF EACH CASE) - Long-term -> Pros Cons Financial impacts? Pros Cons Financial impacts? + Any additional items that YOU BELIEVE need to be addressed by the Company Could be financial or non-financial Action plan to enact changes over the next 12 months Action plan to enact changes over the next 2-5 years or longer Dennison Manufacturing International "Growth opportunities are always accompanied by challenges," exclaimed the CEO of Dennison. She then went on to explain why you, a consultant, were hired. Dennison started business in the city of Waterloo in 1951 as a manufac- turer of televisions and electrical products. Television manufacturing was discontinued in the 1970s. Dennison remained in the electrical products business, which over time required it to enter many new markets. New products had to be constantly developed to maintain growth. The life of many of those products was short, and thus many products were exited after a few years. In addition, competition and the need to be cost effec- tive obliged Dennison to locate new plants in China and India, and to enter into outsourcing arrangements. Along the way, Dennison also acquired about 30 small manufacturing plants. The result has been that Dennison now has 36 plants worldwide. Systems integration attempts were a constant challenge because of acquisi- tions, outsourcing arrangements, and new product implementations. If there had been a uniform enterprise resource planning (ERP) system, the CEO said, there would have been fewer problems for you to resolve. Sung, one of the older, larger divisions, has been subject to a series of problems, which the division's general manager and his controller have not been able to resolve. The CEO introduced you to the general manager and the controller. They explained that the sales have been lagging behind expectations, with the recently completed year being typical of the last three. A bigger prob- lem has been that for the first year in decades, actual profits have become neg- ative. You are shown the operating statement in Exhibit 1. After a quick review of the operating statements, you asked if there have been any changes to the manufacturing process. You were told that the only change has been the use of a new supplier for the major components. The new supplier, EL Manufacturing, was an acquisition by Dennison that occurred late in the previous year. The acquisition was premised largely on EL being able to replace most of Sung's existing suppliers. The components from EL have defects, whereas the previous suppliers provided defect free components. Con- CASE 14: DENNISON MANUFACTURING INTERNATIONAL Exhibit 1 SUNG ELECTRONICS DIVISION Operating Statement For the Year Ending December 31 (millions of dollars) Sales Variable cost Direct materials, components Direct labour Manufacturing overhead Selling Contribution margin Fixed expenses Manufacturing overhead Selling Administration Net operating income Working capital Net fixed assets Investment ROI, % Budget 842.0 270.2 34.8 78.0 38.4 421.4 420.6 2 196.4 42.4 74.4 313.2 107.4 SUNG ELECTRONICS DIVISION Modified Balance Sheet As at December 31 (millions of dollars) Actual 823.8 281.0 47.8 110.6 38.2 477.6 346.2 264.4 42.2 74.6 381.2 (35.0) Actual 57.3 153.2 210.5 (16.7) sequently, more materials and labour were needed, and rework and spoilage were charged to overhead. You ask for information on the cost of quality and customer satisfac- tion, and you receive the information shown in Exhibits 2 and 3. You are also informed by the divisional general manager that EL wants a higher price for the components being supplied to Sung. The general manager at Sung is opposed to any increase in price paid to EL because the market price is less than what EL currently charges. (You confirm with an inde- pendent source that EL is presently charging Sung five percent over the market price for the components.) Two days later, the CEO introduces you to the general manager of EL. The financial statements for EL are contained in Exhibit 4. You learn that all of EL's production goes to Sung at a markup over costs sufficient to yield a 20 percent ROI, which is Dennison's markup for setting transfer CASE 14: DENNISON MANUFACTURING INTERNATIONAL Prevention Appraisal Internal failure External failure Total quality costs Product quality Durability Good value Features Exhibit 2 SUNG ELECTRONICS DIVISION Cost of Quality Report For Years Ending December 31 (millions of dollars) T T 1.1 2.1 3.2 8.8 15.2 Working capital Net fixed assets Investment ROI, % T 60.5 57.3 47.2 61.0 Exhibit 3 SUNG ELECTRONICS DIVISION Customer Satisfaction Survey For Years T3 to T (percent satisfied or highly satisfied) T. 2333D 1.2 23 Revenue Cost of goods sold Gross margin Selling and administrative expenses Net operating income 24 3 1.8 7.7 84.5 90.4 Exhibit 4 EL MANUFACTURING Operating Statement For the Year Ending December 31 (millions of dollars) 76.1 69.3 EL MANUFACTURING Modified Balance Sheet As at December 31 (millions of dollars) T- 12373 2.2 2.3 1.7 7.3 T. 84.6 93.7 775 70.4 Actual 147.4 104.9 42.5 36.4 6.1 Actual 4.1 26.6 30.7 20.0 T-3 1.2 2.0 2.1 1.6 6.9 T3 85.8 93.0 78.4 70.7 CASE 14: DENNISON MANUFACTURING INTERNATIONAL prices between divisions. This arrangement started at the beginning of the year that just ended. The general manager of EL wants the markup to be increased in order to earn a 25 percent ROI, which he says is consistent with what is earned by other, independent firms making the same compo- nents. (You confirm that those other firms were earning 25 percent ROIS.) Required Analyze Exhibit 2, which is a cost of quality report for the Sung Electronics Division of Dennison manufacturing. How does the report manage product quality? Executive letter of transmittal Overview Issue Identification Analysis & Identification of Alternatives MAIN ISSUE: To: From: Date: Re: Main issue -> Sub issue -> (For Each Main Issue/Sub issue identified) 1) Numerical analysis: Exhibit A Alternative # 1 -> Alternative # 2 -> Pros Cons Alternative # 3 -> Pros Cons inancial impacts? IMPORTANT i) Identify your role ii) Identify the 'Re:' what have you been explicitly been asked to do Provide INSIGHT High overview of the Company - strategy? - profitable? - avoid rehashing co. facts Focus of your analysis + discussion of alt's Financial impacts? Page 1 Financial impacts? If time left discuss some of these aspects SHOULD BE SEPARATE FROM THE BODY OF THE CASE For any case 'should' be done first This will help you org the discussion of alt's At minimum there HAS to be atleast 2 alternatives for EACH ISSUE Do nothing (or STATUS QUO is an alternative BUT You need to elaborate SUB ISSUE: CONCLUSION: Implementation Plan CONCLUSION: Page 1 Financial impacts? Alternative #2 -> Alternative #3 -> Alternative #1 -> Alternative #2 -> - Short Term -> Pros Cons Financial impacts? Additional recommendations & considerations (WITHIN CONTEXT OF EACH CASE) - Long-term -> Pros Cons Financial impacts? Pros Cons Financial impacts? + Any additional items that YOU BELIEVE need to be addressed by the Company Could be financial or non-financial Action plan to enact changes over the next 12 months Action plan to enact changes over the next 2-5 years or longer