| dc.description.abstract | On the morning of May 15, 2002 Mark Jackson, General
Manager of Diecraft, arrived at the premises of his firm in
Reservoir, a northern suburb of Melbourne, at 6.30 am.
There were several pressing matters that had brought him in
quite early on that chilly morning. He poured himself a cup
of hot coffee and mulled over the discussions he had had
with Jim Winthorpe, Vice President, Mould Engineering,
Tupperware earlier that week. In their meeting, Mr.
Winthorpe not only demanded better delivery schedule adherence
from Diecraft but was also pressing Jackson to accelerate
the design and delivery efforts for new moulds by more
than a week.
Jackson realized that Diecraft had not done particularly
well with respect to meeting the targeted due dates in
2001. More than 70% of the jobs in that year were delayed,
and Jackson knew that he needed to find ways to remedy the
situation immediately. He called Geoff Little, his Human
Resources Manager, and requested he schedule an emergency
meeting with key division personnel to discuss this
issue later that afternoon. | |
