Newell-Rubbermaid Management Production

An overview and SWOT analysis of Newell-Rubbermaid management production.

This paper looks at Newell-Rubbermaid, a leading manufacturer of a variety of quality and affordable consumer products. It examines how the company started out as a curtain rod manufacturer and has since acquired several other companies, expanding its product line and brand reputation. It also explores how the primary success of Newell-Rubbermaid is due to its commitment to increasing productivity and operations goals, which include a commitment to JIT delivery and training for employees and staff. Although Newell-Rubbermaid is faced with new forms of competition, the company is likely to continue to succeed due to its commitment to optimal service and new productivity strategies.

Internal/External Environment
Swot Analysis
Key Issues
Alternative Strategies
Recommended Strategies
Implementation of Strategies
Evaluation and Measures of Success
“Corporate governance at Newell-Rubbermaid is focused on building the long-term success of the company as consistent with the fiduciary duty to shareholders (Newell-Rubbermaid, 2004). The company is committed to establishing broad corporate policies and holding quarterly meeting in an effort to ensure that the duties of the Board of Directors and are followed (Newell-Rubbermaid, 2004). Newell-Rubbermaid is also committed to overseeing the integrity of financial statements and complying with legal and regulatory requirements, as well as performing annual audits that help develop corporate governance guidelines (Newell-Rubbermaid, 2004).”