Running head: MEDITECH SURGICAL RESPONSE 1
Meditech Surgical Response
Institution Affiliation
Date
MEDITECH SURGICAL RESPONSE 2
Question 1
I agree that Meditech has no issue with the introduction of new products. They do this
flawlessly by making improvements on their products. This makes the previous products null and
forces the market to move to the new product. I agree that the decentralized nature of Meditech
contributes to the management of demand relating to new products. The decentralized nature
creates a disparity in the production schedules. The different manufacturing facilities each have
their convenient schedules of production (Joseph, Klingebiel & Wilson, 2016). This disparity is
greater than that of demand. The different schedules result to slow production in the short run but
excess production in the end. The result is that demand exceeds the rate of production. This leads
to many unsatisfied customers.
Question 2
Meditech’s problems stem from both the organizational and systemic structure. I support
that within the system, the deficient record keeping creates gaps in essential production
information. Production planning is crucial to the smooth manufacture and supply of products.
The lack of forecast data hinders the correct production related to demand. This leads to either
excessive or insufficient production. I concur that the decentralized organizational structure of
Meditech complicates its overall functionality. The variation of the objectives in each of the
manufacturing facility works against the smooth running of processes. The complications lead to
an overlapping of individual goals of the facilities. The unrelated hierarchy in each facility
creates tension when these objectives undermine the objectives of another. Seamless interaction
is difficult to achieve in such a vast and complicated network.
MEDITECH SURGICAL RESPONSE 3
Question 3
The customer service manager's function is to ensure customers receive products
according to their needs. I, therefore, agree that the customer service manager is the first person
to be aware of the issues because he directly deals with the customers. The customer service
manager has a team that processes all complaints regarding the cost and supply of products to the
customers. They are actively involved in ensuring that deliveries go through. This necessitates
the collaboration with both the hospital personnel and the dealers and affiliates (Goodman,
2019). This active involvement in the efficiency of deliveries places the customer service
manager at a strategic observational position.
Question 4
I agree the first step to tackling the problems at Meditech Surgical would be an effort
towards the centralization of the facilities. Meditech should combine the leadership of the four
manufacturing facilities to establish a clear hierarchy. This will be useful in synchronizing the
individual production in the facilities to achieve the forecasted demand. This will reduce the
manufacture of surplus products in the end. Furthermore, the centralization of the facilities will
enable the smooth flow of information regarding the inventory and management of costs.
Meditech should also have a diligent programme that records each monthly forecast data for
accurate production planning. The forecasts measure the demand and prevent surplus production.
Accurate forecasts assist in early identification of problems related to production such as
deficient materials needed. (Laan, Dalen, Rohrmoser & Simpson, 2016). This will ensure timely
delivery to customers and solve the issue of panic orders in clients. The efficiency of delivery
acts to create a secure feeling to the customers knowing their order will arrive on time.
MEDITECH SURGICAL RESPONSE 4
References
Goodman, J. (2019). Strategic customer service: Managing the customer experience to increase
positive word of mouth, build loyalty, and maximize profits. Amacom.
Joseph, J., Klingebiel, R., & Wilson, A. J. (2016). Organizational structure and performance
feedback: Centralization, aspirations, and termination decisions. Organization
Science, 27(5), 1065-1083.
van der Laan, E., van Dalen, J., Rohrmoser, M., & Simpson, R. (2016). Demand forecasting and
order planning for humanitarian logistics: An empirical assessment. Journal of
Operations Management, 45, 114-122.
