ULLAL, JASHWIN BENEDICT C.

CE 297B OCTOBER 28, 2020

MSCE-G/ 2018-21177 HW04 DR. ALEXIS A. ACACIO
Discussion of ACME Medical Imaging Company Case Study

1.) Describe the organizational structure of ACME.

When compared with General Electric, Siemens Medical Solutions, Philips,

and Toshiba, ACME is still considered as a small company. Managed by a
Chief Executive Officer, who also acts sometimes as Chief Engineer or
quasi-project leader, ACME has its three main components scattered
geographically across two continents. The project design team is situated
in Italy and Arizona, the software team in Minnesota, and the operations
team in Connecticut. For the Manufacturing, it has a distinct 2000-square-
foot plant reserved for its legacy projects, while the firm is engaged into
contract manufacturing with other manufacturers for its new products.

2.) Does ACME have a project management system?

No. The management in ACME doesn’t utilize the right people, doesn’t
use proper scheduling and time management, and does not employ
appropriate production processes. Having an engineering-centric culture
(which should have been left in the design or operations team) has
impeded the decision-making responsibilities of the appropriate personnel
for each situation. The management fails to utilize its personnel with heavy
background due to the CEO taking all the reins by himself. Without formal
scheduling, individuals in the company get used to working in a time they
are accustomed and convenient with. There are no due dates for key
deliverables as well despite the unrealistic timelines committed by the
CEO to the client for product launches. And lastly, the lack in formal
product processes has made the goal of the operations, relative to the
deadlines, a hit-or-miss with majority settling for minimal delays.

3.) Does ACME have well defined business processes?

ACME does not have well-defined business processes. It has been stated
that the company does not follow formal processes, especially in
commercialization. It only relies on two phases: concept and production
readiness. For long-range product planning, no formal processes existed
as well. Moreover, the intervention of the CEO in the design process by
means of dictating the direction of the project has compromised
development decisions by not taking into account the layers below the
CEO’s position. Geographically constraint, as well, contribute to the lack of
communication between the designers and the operations team, aside
from the neglected emails, which usually lead to unprofitable cost of
production.
ULLAL, JASHWIN BENEDICT C. CE 297B OCTOBER 28, 2020
MSCE-G/ 2018-21177 HW04 DR. ALEXIS A. ACACIO
4.) Describe ACME Medical’s product delivery process.

ACME follows two phases: concept and product readiness. Once a

concept is developed and documented, contract manufacturers are then
engaged. However, not all of the production is given to them. For the
conceptualization, the CEO would usually act as a chief engineer and
would take most of the decision-making responsibilities from other key
players of the project. This shouldn’t be the case since the company has
plenty of people with heavy experiences to handle such works, but the
CEO, being a tech savvy, treats the company as his design kitchen. Thus,
whenever he is unavailable, major company decisions cannot be approved
as well, thereby affecting the project timeline. There is no realistic deadline
that is being set as well. Yet on the contrary, the marketing and sales
continue to commit unrealistic launch dates which ends up the operations
being the most compromised.

5.) Are ACME’s business goals clear?

The unrealistic deadlines committed by the company to its clients

have rendered its end goals unclear. Direction of projects being made for
many months were being changed in a quick second, whenever the CEO
feels a better way is available without actually getting a review of his/her
proposed alternative if it will really help in the production. It is a hit-or-miss
process that usually compromises the deadlines and ends up settling for
minimal delays.

6.) How was ACME going to design and develop the WiMAX?

There are two companies that supply the chipset and software for WiMax,
one based in the United States and the other in Taiwan. ACME partnered
with the US company due to proximity and its perceived lead over the
Taiwan company. Initially, ACME would go for the marketing of their single
circuit board with combined radio and modem functions. However, after
nine months, the CEO changed his mind and would want to partner with
the Taiwan company. Added to this is the redesign in model in which the
CEO wanted to be in an integrated circuit board from the Taiwan company.
This change in supplier also called for new product architecture will require
the separation of the model and radio functions As if the sudden change is
not enough, the CEO also ordered that these changes be reflected within
two months only.
ULLAL, JASHWIN BENEDICT C. CE 297B OCTOBER 28, 2020
MSCE-G/ 2018-21177 HW04 DR. ALEXIS A. ACACIO

7.) Describe ACME’s current CEO.

ACME’s CEO is a tech-savvy entrepreneur who can’t keep himself from

intervening in the design processes of their products. He/she is challenge-
driven in accomplishing designs and would only consider the feature more
than the cost. The CEO would also extend his/her power as much as
taking all the majority decisions in the project design and taking the
position of the Chief Engineer. The CEO treats his/her subordinates merely
as pawns who would work in his own accordance and would neglect their
input whenever he/she perceives them to be in contrast to his/her proposal.
He/she also is not practical whenever it comes to dealing with these major
decisions.

8.) What do you think of its leadership? Is it strong or weak? Why?

Definitely, the leadership is weak in this company. It might be seen at first

glance as strong because the CEO’s command gets in the way of
business. However, the fatal flaw of this leadership is that it does not take
into consideration the expertise and suggestions of the subordinates who
are the key players of the project. The decisions made are usually based
on the CEO’s perspective only. Since other inputs were not being taken
into consideration, the CEO will never be able to look the entire design
process in a different lens and perspective which will eventually prevent
alternative solutions from coming in. Thereby, sacrificing the potential
success of the project.

9.) Does ACME need a new leader? What traits are needed?

Leadership in ACME has to be changed. One that is more inclusive is

needed so that valuable inputs from key players will be considered. By
means of taking these inputs, processes will improve and goals will be
more defined. Aside from being inclusive, the new CEO must know his/her
boundaries and should learn how to delegate appropriate functions to the
subordinates. Practicality should also be another trait for this new CEO.
Apparently, the current CEO would dream of well featured product without
considering the production cost. And in order achieve greater profit
margins, the current CEO would then literally impose that miracles should
be done to hit the target. However, this would have been avoided if proper
conceptualization has occurred in the first place, where practical inputs
should be considered. Finally, a practical CEO knows the consequences of
being unprepared in every endeavor. Thus, the new CEO should
acknowledge the use of project management in dealing with the business
processes so that well-defined goals can be set and relative targets will be
hit.