DRESDING MEDICAL

Group Members:
Ashish Ladda (2010129)
Eshita Batta (2010136)
Harsh Agrawal (2010139)
Komal Takavale (2010143)
Pankaj Arora (2010153)
Praveen Trivedi (2010156)
Introduction – Existing Scenario
• Dresding Medical (DM) is a company who manufacture and sell medical
products to clinics.

• Around 50 per cent of our total manufacturing is done in-house.

• core competence is an ability to understand the needs of clinicians and

translate those into our products

• Around 70 per cent of all orders involved some form of customization from
standard ‘base models’.

• Manufacturing would normally take around three months from receiving the
specification to completing assembly.

• The manufacturing department was largely concerned with assembling,

integrating and (most importantly) testing the equipment.
Introduction – Future Scenario
• DM need to change its operation strategy as it shifting its focus from Clinics
to clinics plus consumer markets.

• The primary dilemma DMI faces is how to satisfy the new direct consumer
market without shunning their existing base market.

• The consumers value cost and speed, whereas the clinics value
dependability and flexibility.

• DMI is also very deliberate in developing their products to the market. For
example, it takes DMI over three years to develop a new base model. In
order to adapt to evolving consumer demands, they’ll need to reduce those
intervals to under 12 months.

• In pursuing the growing consumer market, DMI must become more agile in
its product development and delivery.
 Current Product range New Product Range
Product
FLEXIBILITY in Range
Products were made on order • Sufficient quantity to meet
terms of (whenever PULLED) from clinics demands quicker
Customization & they value this. • Develop separate types of
operation to service the
different markets
COST Relatively high cost Customers desire low – cost.

SPEED in terms of Time to market – over three • Decrease time to market to

delivery years around 12months. This will be
valuable for customers.
• Underlying technology is
changing fast
QUALITY of the Strict quality requirements & Understand new capabilities &
products leading edge technology maintain control on production

DEPENDABILITY Clinics value this Maintain control on production

 Current Product Range - The Operations strategy
matrix

Decision Areas
Capacity Supply Process Development
Network technology &
easy to Organization
increase 50% of Low process R&D, Mfg. and
/decrease activities are technology Sales all share
capacity in-house which but high common
needs quality, product knowledge base.
flexibility in technology Incremental new
supply product
development
Performance objective

Quality ** * ***
Speed
Dependability * *

Flexibility ** ***
Cost * *
 New Product Range - The Operations strategy matrix
Capacity Supply Process Development
Network Technology and
Organization
Quality *** **
Speed ***
Dependability
Thank
** you
Flexibility *** *
Cost *** ** *
• Quick • New • New Processes • Need more cost
* Some adjustments dependable for Volume for organizing
Importance according to Supply Production R&D and sales
demand Network
** Medium needed • Check on quality • Quick time to
Importance • High Cost of conformance of market
Adjustments • Speed is new suppliers
*** Very crucial
Important
Polar Diagram

- - - - Old operation Strategy

QUALITY COST
New Operation strategy

SPEED

DEPENDABILITY

FLEXIBILITY
Thank You