SCHNEIDER ELECTRIC INDIA: LEADERSHIP CHALLENGES
Late in the month of May 2015, Samir Mishra was walking the short distance from his air-conditioned cabin
to the nearer of the twin sheds that housed the assembly lines of the Schneider Electric plant at Rudrapur.
Mishra had called a meeting with his plant managers to review the progress on their production targets. As
the plant director, he had received a request from the head office at Bangalore fifteen days earlier, asking
him to produce 27,000 units of a popular inverter brand for the month of June. The original target of 5,000
units, set two months previously, had unexpectedly been raised to 7,000 just a month ago, and since the
Rudrapur operation was already struggling just to deal with that change in its original production target,
this latest order represented a massive challenge both for the plant and for its director.
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