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Texas Instruments

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Submitted By rvjacalan0222
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Executive Summary

The case highlights the applicability of Texas Instruments Inc’s (TI) management system to another similar business entity-Harvey-Hudson Electronics (HHE). Management is trying to assess whether a similar system currently used in TI could be use in HHE’s system. Analysis of the current system in TI-OST system was being made through its different stages. Moreover, the imcentive compensation system of TI was also reviewed for its appropriateness in HHE.

Case Context

. Texas Instruments was a multinational corporation based in the US, producing a wide variety of products, especially in the electronics industry. It also maintained facilities in Canada, Latin America, Europe, Australia and Far East. Since 1946, the company’s sales had grown an average of 24% per year. Electronics industry was expected to boom in 1980s and sales were expecting to increase significantly. However, prices are also expected to lower down due to competition. Given the above scenario, inventories are expected to drop dramatically and would require a write-down in inventory valuation. Therefore, there was a basic conflict between production and innovation or research expenses versus production expenses. Growth on Texas Instruments was based on innovation as opposed to acquisitions. TI had been a technologically based company throughout its history. They further believed that innovation was necessary not only in the creation of improved products but also in the method of developing and marketing such products. This belief eventually led to the development of the OST system. Paul Elmer, VP for corporate planning at HHE was trying to understand the various systems and the applicability of TI’s system in the HHE.

Problem Definition

Should Harvey-Hudson Electronics (HHE) adopt the same management system of Texas Instruments (TI)?

Framework for Analysis and

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