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¶ … NovaPlast decision?
Lankton was intending to introduce a new molding machine (called NovaPlast) to Nypro. The benefits with this machine were that it would achieve the molding in a far shorter amount of time than was currently the situation, and that it would be far cheaper for them to use. However, Lankton was unsure how to go about introducing this machine into the workplace (that constituted 21 international Nypro plants). Should the machines be scattered across all the plants / should they be kept to one location? And how fast should they be rolled out?
On the one hand, Lankton was concerned about Nypro's growth stagnating would result in the best and most innovative people leaving his company. Taking this into consideration, one may argue for Lankton to introduce these machines as fast as possible -- at least before his competitors beat him to the chase. This was particularly so since Lankton was a competitive person and Nypro had succeeded up till now by beating the competiton.
Nypro's 21 plants, similarly designed, were only different in that they tailored...
The problem with this however is that Nypro aimed for consistently but consistency can militate against innovation. To introduce these molds rapidly, Lankton had to find a way to do so that they were consistently integrated at the same time by each of his plants and that each plant learned -- consistently -- to use them well.
The company's innovation up till now was in process not in product. The way they worked on this was by each plant having its own 'continuous improvement' team (CIT) comprised of engineers and headed by managers who worked to analyze and treat customers' problems. In one case, management established a special team to convince the plants to implement a certain system and to actually implement the system.
The problems with introducing NovaPlast to Nypro were the following:
The steep learning curve that required taking time -- a quantifiable amount of time -- in order to learn how to use each of the characteristics of the machine. This would take even longer in this case since NovaPlast…
This is using Nypro's competitive advantage to extend its lead over its competitors, rather than to provide those competitors with an opportunity to gain technological advantage over Nypro, which is what the other two options would allow for. It is recommended therefore that Nypro purchase 2-3 of the NovaPlast machines for each plant. There does not appear to be any doubts with respect to the merits of the machine. This
They know it is working because over 25,000 customers use the check in feature daily, reducing the time and stress of the airport visit (Story, 2010). Besides being innovative technologically, British Airways is also being lauded with its push towards face-to-face connections. Innovative contests and interesting businesses adventures were the theme of this promotion -- the idea of winning a face-to-face connection anywhere in the world that British Airways services.