In 1958 the Stanley brothers pooled their efforts and experience to form Brother

In 1958 the Stanley brothers pooled their efforts and experience to form Brothers Mowers. The company began with production of a single hand mower. The business has grown to include a full line of manual and motorized mowers and motorized gardening equipment including blowers, hedgers, and rototillers. Despite its growth, the company has remained virtually family-run; relatives and family friends have held important positions within the organizational structure. The company has never been an industry leader or even a top competitor. Yet it has managed to provide an adequate profit and retain its independence.
In January 2002, the company was given a shock. Uncle Phill, the head of supply management for the past twenty-two years, died unexpectedly from a heart attack early in the month. Rod Stanton, a graduate of the University of San Diego, was hired later in the month to replace Uncle Phill as the new supply management director. On his arrival, Rod observed that late supplies sometimes caused breaks in production. He also saw that rework and scrap seemed excessive. Rod figured he had three to four months to “clean up” the supply management function before the increased demand during the winter months became a burial rather than a harvest.
            The corporate managers at Brothers are graying, and more new hires are expected. Employees are skeptical of, if not averse to, changes. They fear the company will lose sight of its family origins. The employees are comfortable with the current situation, and the corporate managers were satisfied with Uncle Phill’s operation of the supply management function.
Rod Stanton saw an opportunity to clean up the procurement process. Brothers Mowers’ limited use of standardized parts prompted Rod to review the numerous routine orders placed with suppliers. Rod found that many of the suppliers had been used for ten to twenty years and were directly linked to one product or model. He sensed that efficiencies could be gained by using fewer suppliers of standardized parts. Realizing his relative newness at the company, he was cautious not to suggest anything that he couldn’t support. Discussions with his cousin, Sam, who had worked in engineering for five years, indicated that minor redesign of each product line would allow utilization of many more standardized parts. Although this approach would be contrary to the current practice of ordering nonstandard parts for specific models within each line, Rod realized that it would create an opportunity to decrease the variety of parts ordered because of the design simplification.
One month after assuming his new position, Rod now has a meeting with the department heads to review his first month on the job. Rod has what he feels are some valuable suggestions. He believes that design modifications are required to utilize simplification and standardization techniques; however, he realizes that his suggestions may fall on deaf ears because of the change-resistant nature of the company.
Follow the Case Study Format: Fact, Problem, Possible Solutions, Recommended Solution, and how you would Implement this solution?  Please ensure you write in paragraphs, avoiding lists and bullet points, for each section of the Case Study Format.