The goal of any production is to get as much profit as possible at the lowest cost. The modernization of management technologies can achieve such benefits since the final result directly depends on how effectively all processes are executed. The purpose of this paper is to critically analyze and evaluate the current management technology introduced at Frito-Lay’s Kern plant.
At the beginning of its existence, in 1986, the plant was located on an area of 175,000 square feet and had only five production lines. Currently, this Frito-Lay’s Kern factory is situated on an area of one square mile, and exists entirely independently, providing all the resources necessary for work (Attaran & Grijalva, 2001). The plant is combined with substantial storage facilities and is one of the leading productive manufactories in all of America. Such an extraordinary position was achieved by introducing high-quality and high-tech operation management tools, which allowed to increase both productivity and competitiveness.
The first significant innovation introduced with the first expansion of the enterprise is the use of independent computer control systems. The process of managing the processing and packaging of the product has been moved to a separate arrangement using computer-integrated management and a faster communication network (Attaran & Grijalva, 2001). Such a method allowed computers to exchange data and coordinate actions. A specially designed graphical interface that reflects current information on processing lines made the use of this system more convenient. The advantage of this approach is the separation of computer systems by their purpose, rather than combining them into one, since this would greatly complicate the operation of the structure itself.
The establishment of automated packaging and storage systems is equally important, which is also based on modern technologies. For example, photosensors were used to adjust traffic on the lines (Attaran & Grijalva, 2001). It is worth noting that all of the warehouse packaging systems are connected to a central computer called The Manager, which allows monitoring and changing the operating mode following the logistic situation. Those sections of lines that usually require a human operator’s presence are also performed autonomously (Attaran & Grijalva, 2001). Therefore, the distinguishing feature of this plant is the effective implementation of automatic systems. It leads to a decrease in the probability of error, since the employees perform a controlling function, maintaining the equipment, observing its condition, and adjusting its work to the situation. Accordingly, this enhances productivity and at the same time increases competitiveness, since, in the long run, expensive computer pays off with quality and efficiency.
The introduction of such design solutions was not a simple task, and the company encountered difficulties in the development and implementation of these systems. The challenge is the establishment of a large number of high-tech equipment since its use requires specific skills and should also be as error-free as possible. This problem was eliminated by retraining the staff members and introducing a more flexible employee management system. At the same time, financial management systems were also refined to adapt it to automated production (Attaran & Grijalva, 2001). Frito-Lay’s approach to solving the problem of introducing new equipment is, first of all, thorough training of personnel to ensure the preparedness to function in current conditions. A comprehensive and detailed technical work was also carried out, including the development of specific software, taking into account the peculiarities of the factory.
Thus, Frito-Lay’s Kern plant’s work is a superb example of how the competent implementation of high technologies may increase the efficiency and profitability of production. Although it cannot be said that their application has dramatically increased product quality, the factory now can maintain the same constant level and continue providing customers with excellent merchandise. This was made possible thanks to the competent design of the operation for the introduction of new equipment. Following this plant’s example, the best planning decisions are the thorough training and retraining of personnel and the restructuring of the management system under new conditions. Equally important is the quality work of engineers and programmers to establish a single computerized system that will function without failures.
References
Attaran, M., & Grijalva, S. M. (2001). Strategic management of technology at Frito‐Lay’s Kern manufacturing facility. Industrial Management & Data Systems, 101(6), 264-272.