I am very Baker Hughes and like this company and like working for it but this is nothing to be proud of. A lot of issues here that are not put into the formula for this success. We districts abroad (everywhere) are keeping our inventory to a bear minimum so our cost in inventory is reduced. Now when we run out of a part and need one the Supply Chain is suppose to have an calculated amount of stock and should be able to supply us one next day and a few more for stock in a few days but when you do run out they also do not have stock now your tool is down for weeks, months ... Now what is the cost of this down tool making no rev. and a tech constantly checking up on it to see if the stock came in or when the ETA will be.
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gsc did not do sh*t! this was the indian curry taking credit for the orders that operations submitted to mfg to cancel. they processed the canceled orders in sap from operations, that's all. I smell curry ratts
Par for the course. Management looks at how they're being measured and changes the process so the measurement points look good without actually fixing anything. They just move where the problem exists.
QC at Rankin was horribly understaffed and the parts were backing up. Instead of fixing QC, most of the parts were set to bypass QC and go straight to the warehouse. So now instead of finding bad parts and returning them immediately, bad parts aren't discovered until they get to the manufacturing floor where they hold up jobs and are unlikely to be able to be returned because they sat in the warehouse too long. But hey! The QC backlog is lower now! Too often management just kicks the problem down the road or obfuscates it to the point that it's not easily detectable. This is why Baker Hughes is in the toilet.