John Abplanalp has over 35 years of experience in manufacturing, serving as CEO and President of Precision Valve Corporation from 2003 to 2013. During his tenure, he increased Precision's sales from $250 million to $343 million and consolidated global operations to reduce costs and improve customer experience. He now runs Tight Lines Advisors LLC to assist companies in improving operational performance through strategic planning, management expertise, and international business knowledge. John received his MBA in finance and undergraduate degree in mechanical engineering, and continues to advocate for the aerosol industry through his career accomplishments and board service.
Manufacturers, exporters and suppliers of a wide range of PVC compounds such as pvc compounds for hoses, pvc compounds for moulding, pvc compounds for bottles, pvc compounds for medical applications etc. Our products are PVC Compound, PVC Compounds For Profiles ( Doors & Windows), PVC File Clips, PVC Colour Master Batches, PVC Compound For Medical Applications, PVC Compounds For Films & Sheets, PVC Compounds For Wires & Cables, PVC Compounds For Bottles.
Manufacturers, exporters and suppliers of a wide range of PVC compounds such as pvc compounds for hoses, pvc compounds for moulding, pvc compounds for bottles, pvc compounds for medical applications etc. Our products are PVC Compound, PVC Compounds For Profiles ( Doors & Windows), PVC File Clips, PVC Colour Master Batches, PVC Compound For Medical Applications, PVC Compounds For Films & Sheets, PVC Compounds For Wires & Cables, PVC Compounds For Bottles.
Refining the Problem Statement 1
11
Strategic Operations Management
Problem Statement
An operations improvement plan is an act of advancing all the interest of a business by restructuring the process of operations rather than tackling problems one at a time. In this paper am going to go about by referring at the previous and most recent issues at the Toyota Company and how the management is handling the challenges by putting new strategies into motion.
The Toyota Motor Corporation was established in 1933 with its headquarters housed in Japan, it was founded by Kiichiro Toyoda. Ever since its inception into the market Toyota has achieved a strong growth while placing their high quality products as their mainstay in the corporate world hence winning hearts of many customers. The company grew very first and its customer base expanded with a high increase in customer expectations, these are the some of the factors that caused the major crisis that hit the company relating to issues of safety and confidence.
The crisis hit on November 2 of 2009, when the company had to recall 3.8 million vehicles due to accelerator pedals being trapped by the floor mats, weeks later 400,000 more vehicles were recalled triggered a car collusion that took four lives in August 2009. (Greto) These adversely affected customers’ attitude as negatives rose up to 22% while the positive steadily fell to 78%. (Greto) More recalls came in on January 21, 2010 as millions of vehicles came back due to customer complaints with accelerator pedals sticking in cars without the floor mats. More recalls were experienced in 2010 from February to April with a string of problems. With these major recalls Starch data revealed that customer’s negative feelings rose by 19 points up to 41% while positive feelings fell by the same margin down to 59%. (Sapporo)
These heart breaking recall have led to a fresh beginning at the company which took a step forward by changing their motto to Moving Forward, an attempt by the company to win its customers back and reassure them of a brighter future. Starch data show that the strategy is working but at a gradual pace as more positive feeling have been gaining with an increase of 11 points that is from May 2010 to December 2011.
Whenever a problem occurs it is in the culture of the Toyota Company to determine the basic cause and take effective measures to rectify and improve o the challenges faced. In response to the Special Committee for Global Quality chaired by President Akio Toyoda who was part of the founding family was formed. The intended purpose of the committee was to give an ear to customers showing great commitment to a fundamental review of their attitudes towards operations and try to establish a good customer relations base with their entire consumer in all sectors of the economy. The results by the committee will be released to the public in d ...
Refining the Problem Statement 1
11
Strategic Operations Management
Problem Statement
An operations improvement plan is an act of advancing all the interest of a business by restructuring the process of operations rather than tackling problems one at a time. In this paper am going to go about by referring at the previous and most recent issues at the Toyota Company and how the management is handling the challenges by putting new strategies into motion.
The Toyota Motor Corporation was established in 1933 with its headquarters housed in Japan, it was founded by Kiichiro Toyoda. Ever since its inception into the market Toyota has achieved a strong growth while placing their high quality products as their mainstay in the corporate world hence winning hearts of many customers. The company grew very first and its customer base expanded with a high increase in customer expectations, these are the some of the factors that caused the major crisis that hit the company relating to issues of safety and confidence.
The crisis hit on November 2 of 2009, when the company had to recall 3.8 million vehicles due to accelerator pedals being trapped by the floor mats, weeks later 400,000 more vehicles were recalled triggered a car collusion that took four lives in August 2009. (Greto) These adversely affected customers’ attitude as negatives rose up to 22% while the positive steadily fell to 78%. (Greto) More recalls came in on January 21, 2010 as millions of vehicles came back due to customer complaints with accelerator pedals sticking in cars without the floor mats. More recalls were experienced in 2010 from February to April with a string of problems. With these major recalls Starch data revealed that customer’s negative feelings rose by 19 points up to 41% while positive feelings fell by the same margin down to 59%. (Sapporo)
These heart breaking recall have led to a fresh beginning at the company which took a step forward by changing their motto to Moving Forward, an attempt by the company to win its customers back and reassure them of a brighter future. Starch data show that the strategy is working but at a gradual pace as more positive feeling have been gaining with an increase of 11 points that is from May 2010 to December 2011.
Whenever a problem occurs it is in the culture of the Toyota Company to determine the basic cause and take effective measures to rectify and improve o the challenges faced. In response to the Special Committee for Global Quality chaired by President Akio Toyoda who was part of the founding family was formed. The intended purpose of the committee was to give an ear to customers showing great commitment to a fundamental review of their attitudes towards operations and try to establish a good customer relations base with their entire consumer in all sectors of the economy. The results by the committee will be released to the public in d ...
1. John Abplanalp has over 35 years of experience in manufacturing in
the actuator and pressurized dispensing industry. John served as CEO
and President of Precision Valve Corporation (“Precision”) from 2003
until 2013 and Chairman of the Board from 2013 to 2015. Through his
leadership, Precision sales increased from $250 million in 2003 to
$343 million in 2008 representing a 37% increase in revenue over only
a five year period. Customers globally totaled 1100 and included all
major Fast Moving Consumer Goods “FMCG” companies. John led
the restructuring of the Company to reduce operating costs due to the
global financial crisis in 2008 and built an effective and efficient
global supply chain management system for the flow of 30 billion parts
that were manufactured and assembled internally per year, across 6 continents improving lead
times, on time delivery and inventory while considering client requirements, total cost and
currencies to optimize returns. Additionally, with the advent of freer trade routes and
incorporated with infrastructure and leading edge automation, Precision operations were
consolidated reducing costs and inventory while improving the customer experience. He
effectively managed the complexities of a global organization through a matrix of both
functional and line reporting and rebranded Precision Valve Corporation into Precision Global to
emphasize breadth and growth of new customer solutions and products.
John learned from the bottom up, working as an assembly maintenance mechanic responsible for
the setup and maintenance of the aerosol valve assembly lines. Returning from college in 1982,
he moved out of the factory and into the corporate offices as a business analyst reviewing various
business ventures held by Precision. In 1984, he moved to the United Kingdom and was actively
involved in the startup of Precision’ United Kingdom subsidiary. He returned to the United
States and spent five years as General Manager for the Precision’s Plastics Division. In 1989, he
was promoted to Vice President of North American Operations. From 1989 to 1998, he
developed and implemented Total Quality Management programs throughout the Precision
Valve Corporation while strengthening his management skills.
John founded Tight Lines Advisors LLC to utilize his extensive experience in the
manufacturing industry and to assist companies in improving operational performance at both the
gross margin and bottom lines while driving competitive position. . His focus is on aligning all
stakeholder interests to create real value growth in an ethical and sustainable way. John’s broad
expertise in strategic planning, management, OEE, operational improvement, plant facilities
layout/design and international business provides and extensive knowledge base to assist clients
with their challenges.
John served on the Executive Board of the Consumer Specialty Products Association from 2002
to 2015 and served as Chairman and Assistant Treasurer. Throughout his career, he has been an
advocate and ambassador for the Aerosol Industry.
John received his MBA from Fordham University in finance and undergraduate degree in
mechanical engineering from Manhattan College. John is an avid fly fisherman and sports fan.
He has been married to his wife Tonina for 24 years and they have two children.
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johnabplanalp@tightlinesadvisors.com
linkedin.com/in/johnpabplanalp