Navistar Executive Summary

Navistar has its roots in the early 1800’s when it first produced the Cyrus McCormick Mechanical Reaper. In 1902 it merged with the McCormick Harvesting Machine Company, Deering Harvester Company, Milwauke Harvester Company, Plano Manufacturing Company and Warder, Bushnell and Glessner (Navistar, 2016). In January 1986, this international Harvester Company changes its name to Navistar International Corporation. Later, this international harvester of agricultural equipment and trucks specialized in the production of trucks only. By 1997 Navistar moved to its new Chatham Wagon location and its sole focus was on the medium and heavy trucks, school buses and mid-range diesel engines. With eight manufacturing plants and two technical canters, Navistar

There are two assembly locations for the company, namely, Chatham in Ontario, Canada and Springfield in Ohio, United States. Navistar’s major competitors include Ford, Freightliner, Mack PACCAR and Volvo GM.

The Chatham assembly plant is a modernized expanded facility that produced its medium and cab over trucks. Andy Ramsz, the assembly supervisor at this facility handles both production and all supply chain tasks. While Andy is a committed worker, the facility has several challenges ranging from operations, strategy, human resources, finance, Information Technology and operations.

Navistar has launched a Request for Proposal and this paper responds to this request with several recommendations supported by an extensive change management plan. The plan outlines a systematic process of communicating the need for change, and how to garner support from stakeholders. Purpose

The primary purpose of this paper is to assess Navistar’s problem from the perspective of a consultant. Navistar’s main challenge is the untimely delivery of trucks due to the unreliable supply of truck trims and an inefficient operations process. The paper both assesses the problem and responds to a request for proposal from

3. Research on Best Practices:

• To conduct a secondary and tertiary research in order to analyze the best practices for operations, TQM (Total Quality Management), and IT (Information Technology) management concepts and plans from various different sources (mainly from academic literature and industrial examples). The research will mainly focus on operations management, human resource, financial management, and IT management concepts.

4. Internal Research on the Organization:

• Primary research will be conducted analyze in depth and breadth the recent managerial procedures and operations. Top managers, supervisors and key personnel will be assessed based on case findings.

5. Gathering Internal Data for Review:

• Upon completing interviews, relevant data on supply chain management, operations management, finance and economics, HR, and IT activities of the organizations will be reviewed.

6. Strategies and Analysis:

• Integrating information, which was collected in all the previous stages, finding out the gaps between current activities and:

a) Supply chain management.

b) TQM (Total Quality Management).

c) Inventory