Read how Applica, makers of Black & Decker products, translated their shop floor improvement in Mexico and China across their value chain – directly to their customers.
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At few places is the hard productivity work of the past decade more apparent, more transforming, than at Applica Consumer Products Inc. A fierce competitor in the small appliances industry, Applica
has ignored must of the recent conventional wisdom and taken chances that would make most executives gasp.
Managing Times, Q12002 by Emily Adams, Managing Times Editor
PDF: 17 k
Looking out over our industry today, it's easy to see that among the 16 top competitors, there is to much overhead and too much capacity. The industry is ready for consolidation.
Managing Times, Q12002 by Harry Schulman, President & COO, Applica, Inc.
PDF: 16 k
Finally, one organization has decided to shed some light into the black box that is forecasting by upsetting the traditional inventory-driven distribution model. At Applica Consumer Products Inc.,
a LeanSigma Value Chain team being led by CEO Harry Schulman is creating a new kind of distribution model.
Managing Times, Q42001 by Carl Deeley, Director, LeanSigma Value Chain
PDF: 18 k
Imagine the position Applica Consumer Products found itself in last year after combining the rather well established businesses of Black & Decker, Windmere and Durable under one banner. A company committed
to establishing a lean enterprise, Applica found itself looking at a distribution network like a Hydra — that ancient monster with a hundred serpentine heads.
Managing Times, Q22001 by Carl Deeley, Director of LeanSigma Value Chain with Emily Adams
PDF: 11 k