Medium-Sized Manufacture of Motorcycle Cruisers - Coursework Example

Medium-Sized Manufacture of Motorcycle Cruisers Introduction The booming engine manufacturing business for motorcycles is overwhelming and may be held responsible for the escalation in profits. Further, as a medium-sized engine production, it would be ill to resist changes in the inclusion of technological advancements to the production of the engines. Arguably, a resistance to such changes will affect the profits by a slump in the sales. The continued manufacture of fuel-efficient engines is a strategic solution to ensuring that the company’s clientele increases despite the threat of competition (Kemp, 2005). The following discussion seeks to address the adequate measures that the company should implement in order to guarantee success in its project. 1. Development of the motor-cycle The middleweight motorcycle market has been showing a gradual ascend over the past period. The plan seems influential to every motorcycle production utility, and avoiding the change may lead to a slump in sales and loss of market dominance to the market’s competitors. The company’s motorcycle development plan embraces the inclusion of hybrid engine systems as a way of producing environmentally friendly products (Moore, 2007). Such a resolution is aimed reducing environmental pollution through the zero-level emission of carbon dioxide from the bikes’ exhaust pipes. Technological advancements are disturbing and the company finds adaptation as a challenge worth adapting since the global society is embarking on a process of applauding and purchasing those products, whose use does not pose any harms to the environment (Kemp, 2005). As a market leader, the inclusion of 3 cylinders in the motorcycle engines shall reduce the fuel consumption capacity. Such a resolution shall serve to the clientele advantage, as they shall incur reduced fuel consumption costs. The new motorcycle shall include the fitting of a Motor & Vehicle Integrated Control System (MVICS). The system shall deliver efficiency to the users, as it shall enhance the motorcycle’s maneuverability. This technology shall improve the motorcycle to a point that sportspeople will purchase it for racing (Moore, 2007). The MVIC system will be incorporated into the motorcycle, and together with the improved three cylinder engine, the bike shall pose challenges to those of the competitors both in the cruising and racing segments. The rationale The changes are vital for the company’s dominance and improvement of its market share. Presumptions are that the new motorcycles shall serve for the benefit of the environment, thus; prospective clients seeking to contribute towards environmental protection shall have a product of the exact type (Kemp, 2005). The three-cylinder engine and incorporation of the hybrid technology shall lead to the reduction of noise, enhanced speed, and increased fuel efficiency. Arguably, the new product shall serve to benefit all categories of riders in the modern market. 2. The recommended strategy for balancing the organization’s short-term and long-term needs Many businesses fail to merge their short-term and long-term needs, thus; every new change in the business environment eventually renders the set goals and objectives inadequate. For a motorcycle manufacturer, a strategic resolution to match the two variables seems inevitable due to the presence of competitors (Moore, 2007). Therefore, the company should emphasize on the strategic development, and continuous innovation of its motorcycle units. Such a strategic approach shall enable the company to grow its market segments as it shall be able to identify new clientele groups, and produce the appropriate motorcycles for them. Secondly, the strategic resolution shall enable the manufacturers to be certain that whichever kind of motorcycle model that they engage in producing has a ready market (Kemp, 2005). This strategy reduces the risk of surplus and a slump in the profits as the company shall be manufacturing its bikes to meet the unending streak of demand. Required resources in running the business in its current interests to the time of changing into the production of touring class motorcycles The old version of motorcycles should be produced separately in voidance of inadequate supply to the target clients. While serving the existing market, the new project will implement profound measures in the manufacturing system of the old version in order to influence a sense of change to the buyers. Assumptions that are slight changes in the old version shall indicate to the buyers that the company’s bikes are in a process of improvement to enhance the quality (Moore, 2007). The strategic approach shall enhance chances of creating new market segments since the target groups shall have an idea of the new product while still in the product line. Eventually, the new change shall be achieved with limited constraints since the improved motorcycles shall rollout of a different production line, thus reducing the risk of losing market dominance (Pitagorsky, 2007). It is vital for the company to realize that the marketing mix and supply units shall require abrupt changes to embrace the emerging needs for the effective and efficient production of the new motorcycles. 3. The best leadership style to use in ensuring effective outcomes from the operations targeted to acquire the desired growth plan Since the motorcycle manufacturing company shall be engaging on profit-oriented courses, it is vital to avoid those practices that would stale teamwork in the production line. The company’s adaptability to the democratic style of leadership shall serve to yield beneficial outcomes for employees in the production line shall be able to articulate their concerns on the new motorcycle model, a factor that would stimulate ease in making corrections. Further, the democratic style of leadership seems the best for manufacturing units since the personnel are able to share knowledge (Kemp, 2005). This factual may eventually lead to the development of a better motorcycle version due to improved idea development and innovative actions. The major deterrence to success in any business unit is the repressive leadership style that halts exchange of ideas amongst the engineers and their executives. Democracy serves to the advantage of both the company and the employees since all parties perceive belongingness and unity. Employees in the motorcycle production company will be able to reach the management, thus they will be able to acquire resourceful knowledge for use in the development of the new motorcycle (Pitagorsky, 2007). Arguably, the production personnel shall be acquainted with profound knowledge to ascertain which elements to include in the motorcycle and those to retract. This style remains the most appropriate for the production of the most competent motorcycle since the whole company shall be engaged in the process with a common aim of acquiring the best product in the long run (Moore, 2007). Lastly, the management shall be able to deliver the required resources whenever the need arises thus the project will eventually be a success. 4. The appropriate risk mitigation strategies to address the forgotten or overlooked project plan details a) Financial strategy Risks ensue from business practices, thus, they are inevitable. Therefore, the management of the company would be playing an important role in ensuring success through evaluation of the management approaches to ascertain the desired success factors to the recipient, which is the new product. Risks that may halt the desired outcomes need redress and mitigation to ensure controllable in the evaluation and the devolution of the effective factors of success (Pitagorsky, 2007). Mainly, financial risks may prevail as points of concern in evaluating the costs related to the budget. Consequently, the strategic mitigation approach in ensuring achievement of the desired financial capabilities and the resolution of coinciding with the budget plan seeks to emulate the forecasted health of the company’s finances (Kemp, 2005). The motorcycle production project aims at establishing a multipurpose bike that will be beneficial to different types of clients. b) Teamwork and team performance The risk management strategies to the project focus on controlling most of the cost-related products to accrue eventual benefits at the long run. Mainly, the risks related to the construction of the motorcycle would be eased through data mapping and testing, and the review and monitoring approaches (Moore, 2007). The practices happen to be the appropriate resolutions for reassessing the advantages associated with the budget, the extent at which the development process shall adapt to the low budget amount, but deliver the desired outcomes of the project following completion of the motorcycle. c) Managerial competence The management analytically identifies the need of the portfolio management project, and stipulates that the personnel should be able to address issues that may inhibit acquisition of the set benefits during the period of development and after completion. Through risk mitigation, the new motorcycle model should eventually be built and completed while comprising of the outlined benefits (Pitagorsky, 2007). Eventually, the beneficiaries shall easily evaluate the advantages born from the new motorcycle. Conclusion The company had produced engines for middleweight motor cycles in the past. Bearing such knowledge, it is evident that the company’s reputation is well known in the motorcycle cruiser markets, and an improvement in its engine production will yield profitable returns rather than bringing losses to the short and long-term profit prospectus. Therefore, the new project reveals accurate measures required in building a hybrid and a technologically advanced motorcycle (Kemp, 2005). In the end, the medium-sized manufacturer shall be able to serve a broad segment with an unprecedented amount of returns in profits. References Kemp, S. (2005). Ultimate Guide to Project Management for Small Business: Get It Done Right!. Irvine: Entrepreneur Press. Moore, D. (2007). Project Management: Designing Effective Organizational Structures in Construction. Oxford: John Wiley & Sons. Pitagorsky, G. (2007). The Zen approach to project management: Working from your center to balance expectations and performance. New York: International Institute for Learning, Inc. Read More