Micom Caribe

Micom Caribe, one of manufacturing facilities of MMC was established in Puerto Rico. Intended to produce only high-volume, stable products. Caribe proved itself to be more effective and more profitable, before taxes than the other manufacturing facilities of MMC based in United States, Mexico and Singapore. Caribe had the geographical location advantage of cheap labor, government support benefits and tax exemptions. Unlike other manufacturing facilities in Puerto Rico, Caribe was traditional, static and hierarchical – designed to support their ability to provide low cost over a stable range of products. Coordination and scheduling were carried out by “pushing” work onto the floor level. Quality systems relied on traditional techniques such as Acceptable Qualit

· Implemented Philp Crosby’s Quality Improvement Process (QIP)

Caribe should have implemented Quality improvement process as a part of their operations from the beginning, to avoid the quality crash in 1987. Beside that, It should had laid down proper communication media for transferring information between engineering, manufacturing and marketing departments of MMC. The operators at the Caribe should have been involved in the design and engineering process. Certain miniature changes in the design could improve efficiency in operations and reduce errors and defects. The operators should be empowered to make decisions and take responsibility. Micom box was badly marketed; it raised a high level of expectancy by the customers. Due to its mass production strategy, Micom had to deal with higher volume of inventory holding and storage. It resulted in delay in operation defects tracking and inspections.

Some topics in this essay:
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