Case Analysis Journal

Project Information
Case Study 14 Como Tool & Die (B)
Ademola Folarin
Xiakun Yuan
Kaila Wiebe
08/03/2023

Synopsis
Como had achieved partial success in implementing project management. although they had
recorded progress on all the parameters set by Ford, however, the improvement recorded fell
short of the targets set by Ford. This did not please Cumo customers as the project
management system of the company was considered to be relatively immature and slow. Cumo
had the plan to achieve the targets in 36 months, however, uncertainty existed as to whether the
customers would be inclined to wait for that long.
Ford announced to its suppliers (including Como) that it was creating a Chunk management
system. in this system, the company which is the chunk manager would be responsible for all
the components within the portion of the car. With the level of development of the project
management system in Como, the chances of being offered the role of chunk manager with
Ford was slim. Although Como could survive as a low-level supplier by manufacturing parts for
the Chunk manager, however, the risk exists that the chunk manager could begin manufacturing
these parts themselves which would put Como out of business.
The alternative to this was for Como to signify interest in being a chunk manager however if this
was granted, the risk existed that it would put extreme pressure on the company as it would
have to achieve its project management goals in half the time (18 months) originally slated and
failure to meet up may lead to losing the contract and the business going aground.

Case question answers

1. Before the announcement of chunk management, the driving force for excellence in project
management at Como was to improve lead times, reduce internal resources, and lower
prototype time and cost for their automotive customers. However, after the announcement
of chunk management, the driving force for excellence became the opportunity to be
 selected as a chunk manager for Ford Motor Company. This required Como to provide
greater coordination activities, integrate concurrent engineering practices, decentralize the
organization, plan for better resource allocation, force proactive planning and decision-
making, and drive out waste while improving on-time delivery. Becoming a chunk manager
would offer growth potential for Como and potentially secure their position as a supplier of
parts for Ford, while failure to live up to the customers' expectations as a chunk manager
could lead to losing all automotive work.
2. To accelerate their learning process and achieve excellence in project management,
Como's management should review their current processes, benchmark against
competitors, engage in formal training, foster a culture of continuous improvement, assign
dedicated teams/individuals, and invest in technology solutions. Based on their learning so
far, Como should integrate concurrent engineering practices, decentralize the organization,
and drive out waste while improving on-time delivery to maintain a competitive edge and
improve customer satisfaction.
3. Como's chances of achieving excellence in project management and securing a chunk
manager contract with Ford are uncertain, given the tight 18-month timeframe, pressure to
meet cost and delivery targets, and no guarantee of selection as a chunk manager.
However, if Como can successfully implement new project management practices,
demonstrate strong coordination skills and deliver results, it may have a good chance of
achieving its goals. It will require a sustained effort and commitment to continuous
improvement to maintain its position as a leading supplier in the automotive industry.
4. Whether or not Como should compete to become a chunk manager depends on several
factors, including its capabilities, resources, and strategic goals. Becoming a chunk
manager would require Como to commit significant resources and focus on complex
coordination activities rather than new product development, which could diminish value-
added activities for its customers. Additionally, the pressure to meet cost and delivery
targets would be substantially higher. However, being selected as a chunk manager could
provide a significant boost to Como's growth potential and position in the automotive
industry.
5. Yes, the decision to become a chunk supplier can significantly change the way Como
performs strategic planning for project management. If Como decides to pursue the chunk
manager contract, it will need to revise its existing project management practices and adopt
new ones that align with Ford's chunk management system. This would require Como to
place greater emphasis on coordination activities, integrate concurrent engineering
practices, decentralize the organization, allocate resources more effectively, and drive
proactive planning and decision-making. These changes would likely require a significant
investment of time, effort, and resources, but could ultimately lead to improved project
management capabilities and increased competitiveness in the automotive industry.
6. Yes, the decision to become a chunk supplier can cause an immediate change in Como's
singular methodology for project management. If Como is selected as a chunk manager, it
would need to integrate concurrent engineering practices into its existing methodology for
project management and provide greater coordination activities than previously anticipated.
This could require significant changes to the way Como currently manages its projects, and
would likely require a shift in focus from traditional project management practices to a more
 collaborative and integrated approach. Additionally, the need for proactive planning and
decision-making, as well as waste reduction and improved on-time delivery, may require
the adoption of new tools, processes, and organizational structures. Therefore, becoming a
chunk supplier would necessitate a significant transformation in Como's project
management practices, which could require immediate changes to its singular
methodology.
7. If a singular methodology for project management already exists, making major changes to
it can be challenging and may face resistance from employees who are comfortable with
the current practices. Changing the way employees are accustomed to working can be
difficult and may require significant effort to overcome resistance to change. Management
should expect resistance from employees who may fear that the changes will disrupt their
established processes and routines, and may require additional training or resources to
adapt to the new methodology. To overcome this resistance, Como's management should
communicate the reasons for the changes clearly and involve employees in the process.
They should explain how the new methodology will help the company achieve its goals,
including becoming a chunk manager, and how it will benefit employees in the long run.
They should also provide training and support to help employees adapt to the new
methodology, and involve them in the decision-making process where possible.
Additionally, management should provide incentives or rewards to encourage employees to
embrace the changes and demonstrate their commitment to the new methodology.

Lessons Learned
What Went Well Areas for Actions
development
Como Tool and Die Como Tool and Die - Implementing a more rigorous project
had achieved some had not yet achieved management methodology that
success in the target reductions in emphasizes better coordination,
implementing project lead times and internal concurrent engineering, and
management before resources, indicating decentralized decision-making.
the announcement of that there was room
- Investing in new technology and
chunk management for improvement in
training to improve efficiency and
by Ford Motor their project
productivity.
Company. They had management
reduced lead times by processes. - Streamlining internal processes to
10 percent, internal eliminate waste and increase
resources by 5 throughput.
percent, and prototype - Improving communication and
time and cost by 15 collaboration with suppliers and
percent. customers to facilitate faster decision-
making and problem-solving.
- Conducting regular reviews and
assessments of project management
performance to identify areas for
 improvement and take corrective
actions.
Como had a clear Como was struggling - Review and revise its project
understanding of the to meet the management methodology to ensure it
steps required to expectations of its is aligned with industry best practices
achieve excellence in automotive customers, and can effectively manage complex
project management who were not satisfied projects.
and had already taken with the slow progress
measures to and relatively
implement them, immature performance - Increase its investment in training and
including the of Como's project development of project managers and
decentralization of the management system. team members to enhance their skills
organization, the and knowledge.
integration of
concurrent
engineering practices, - Implement a more robust project
and the adoption of monitoring and reporting system to
proactive planning and provide real-time visibility into project
decision-making. progress, identify issues, and take
corrective action as needed.

- Enhance communication and

collaboration among team members
and with customers to improve
coordination and ensure that everyone
is working towards the same goals.

- Utilize technology and tools to

streamline processes and reduce
manual effort, such as project
management software, automation, and
data analytics.

There was a risk that - Como can explore opportunities to work

becoming a chunk
manager could
diminish Como's
value-added activities
for its customers and
potentially lead to the
loss of all automotive
- Como can differentiate itself by
work if it failed to meet
cost and delivery
targets.
with other industries or expand their
offerings to serve a wider range of
customers. By doing so, they can
reduce their dependence on the
automotive industry and mitigate the
risk of losing all their automotive work.
focusing on providing value-added
activities to its customers. This could
include offering services such as
design engineering or manufacturing
 process optimization. By doing so, they
can provide unique solutions to their
customers that differentiate them from
other chunk suppliers.
- Como can focus on improving their
internal processes and systems to
improve operational efficiency. This can
help reduce costs and lead times,
which will be critical to meeting the cost
and delivery targets required as a
chunk manager.
- Como can leverage its existing
reputation and expertise in the industry
to build a strong reputation as a chunk
supplier. By delivering high-quality
chunks and meeting delivery targets
consistently, they can build trust and
credibility with their customers.

Quote and case application

“Nothing is IMPOSSIBLE. THE WORD ITSELF SAYS I’M POSSIBLE!”

Audrey Hepburn

This quote pertains to the case because Como is caught between taking a leap of faith and trying to
achieve what is beyond its current capabilities. while the reward for doing this is the sustained
growth of the company, the risk of failure is the speed of change in the company. To achieve what is
required Como must take the mindset that nothing is Impossible!