Campbell Soup Company (CSC) was a diversified food processor known for its strong brands and product quality. One of its products is produce ready-to-serve soups for customer who is not able to make soup. Formerly, Campbell's products spread all over 3 segments of condensed soups, ready-to-serve soups and dry soup, and it is considering to expand its product to microwavable soups to make customer more convenient for preparing soup without container. The following figure showed the foundation of CSC. CSC used its engineering support and diversified production line to support customers with convenient, good taste and quality food.
CSC is a decentralized company; its strategy is to diversify its business to product several products, and expand its marketing share. Something behind the diversified production line, used to support its operating system, is its CIRT and CCID department. Those are charged with process R&D, product development, packaging and engineering systems.
CSC used production line for its operating system. The advantage of it is to reduce WIP among the process, and it required high quality and stable operating system to avoid the unexpected shut down.
CSC is developing a new product of microwavable soup, which is assigned to Plastigon line in the early 1980s. However, the Plastigon line is taking so long for result. Because of this, Elsner was assigned to resolve Plastigon's technical problems and make Campbell's engineering more effective and efficient.
1.Conflict between organization and development process
From the current CSC's product development process of task forces, we know CSC would appoint the appropriate engineer from any department in charge of the new process. The advantage of this way is more flexible and superior because everyone has the suitable skill in charge of the new process. However, there is no clear assignment of who is responsible...