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Procter & Gamble Canada Dayquil Sampling Operations Case Solution
In order to arrive at the forecasted completion date, one has to sort out the relevant activities systematically. These activities should be distinguished into critical or non-critical ones. The timeline starts from the current date, the 1st of August. As per Ken Mark’s estimate, the project is already at the draft phase. Hence, all the relevant activities before the draft phase are non-critical. The design phase includes activities like the artwork formulation, design brief and legal approval of the design briefs. The drafting phase contains various critical activities. The first step in this phase is to assure that the printing time is secured. However, the draft phase actually begins when Ken requests the blueprints of the US Topper from the US brand. This activity is critical, and it involves four days. The step of obtaining a legal opinion from the design studio also takes a day. However, it can be done in the time period when Ken acquires the blueprints. Hence, it is a non-critical activity. The receiving of the copy and its acquisition by Ken also require one complete day. At the end of the draft phase, the signing off of the project from Ron also requires anywhere from one to three days. Hence, the draft phase requires a total of anywhere from 6 to 8 days. However, due to the peculiar nature of the project, the signing off the project may also be delayed to 3 days. This delay also constitutes a critical activity. Therefore, a total of 9 to 12 days will be spent in the drafting phase.
Following questions are answered in this case study solution
Forecast the finish date. Identify the critical and noncritical activities, opportunities for crashing for both internal and external tasks, and any resulting implications.
Compare the risks and rewards of each of Ken Mark’s possible choices.
Is the best decision for the brand also the best decision for the company? If not, how should the conflict be resolved?
Based on all the information you used to answer the above questions, make specific recommendations to Ken Mark.
Case Analysis for Procter & Gamble Canada Dayquil Sampling Operations
The activity of the buying of the readymade foil pouches is the most critical in the entire chain of events. It requires anywhere between two to four weeks. Parallel to this activity, another task is the extension in the expiry dates. This is a legal process, and it will take a weeks’ time and the regulatory authorities will also consume two additional days. However, all this paperwork can be done during the time of the arrival of the readymade foils. Hence, this activity can be termed as non-critical. The packing of the foils in the USA also requires an additional four to five days. Customs officials also consume at least two weeks for inspection. Hence, from the ordering of the foils to their acquisition, it will take any time between four weeks and five days to six weeks five days. Another critical activity relates to the checking of the foils by the Canadian health protection board. This activity also requires one week. The quality assurance department also requires 6 to 8 days for risk rating, etc.
Claim approval also takes a week’s time. The illustration and graphic issues will also demand four and two days respectively. The approval of acrobat file, design partners and final acrobat files will require three, five and five days respectively. The artwork signature also requires four days. The printing tools will also require an additional 2 weeks (or a minimum of 6 days).
The above-mentioned timelines show that the foil can reach Ken till 9rd September till 18th September. The drafting activity can be carried out in parallel to the foil acquisition activity. After the acquisition, Ken will require at least 36 days to reach the end of the process. Hence, it will him anywhere between 15th October till 24th October.
2. Compare the risks and rewards of each of Ken Mark’s possible choices.
The current timeline shows that Ken Mark might be able to attain the required deadline of 23rd September. However, when it comes to conquering the final timeline for 6th October, the chances appear to be minute. Currently, if Ken carries on with the decision to end the project, it will lead to substantial costs. In the end, if the completion of the project misses the required 6th October deadline, all these costs will be lost in the form of unutilized expenses. However, if the project tends to get complete in the desired timeline, the entire project might yield substantial benefits for both the company and Ken Mark. At this point, the decision of not carrying on with the project also yields some benefits. It may save money and time effort of the company and Ken Mark respectively. However, this decision will not only mark a sign of discontentment for Ken but the company may also lose a genuine opportunity to enhance the potential market reach of its product. Also, growth opportunities may also be lost.
3. Is the best decision for the brand also the best decision for the company? If not, how should the conflict be resolved?
The best decision for the brand may individually be different from the vision of attaining long-term success for the company. However, the congruity between the ‘best’ decision criteria also changes from case to case. Nevertheless, it is an established fact that the best decision for the product may also harm the company in several ways. Firstly, quality-related issues may kick in and damage a company’s reputation. Secondly, any particular brand has a specific production process, sales process, and profitability chart. In the event of the profitability maximization or cost minimization for a brand, the overall dynamics of the production process, inventory handling, and scrap might be altered in such a fashion that the company deviates from its maximized or optimized profit levels. In the scenario of a conflict of interest between the brand level and firm-level decisions, the wider and more specific factors should be given priority.
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