John Deer

Operational Management: John Deer Case Study

The company that has been chosen for this case study is John Deere Equipments. This company was founded by John Deere in 1837 and was incorporated in 1868 as Deere & Company. John Deere started this company as a one-man blacksmith shop and it is now a worldwide corporation that has its offices in more than 160 countries and employs more than 46,000 people. John Deere is one of the oldest industrial companies in the United States and it is guided by the original values of quality, innovation, integrity, and commitment that John Deere instilled at the beginning. The business strategy of John Deere, in their own words is: “We aspire to distinctively serve customers — those linked to the land — through a great business, a business as great as our products. To achieve this aspiration, our strategy is: Exceptional operating performance, Disciplined SVA growth, Aligned high-performance teamwork Execution of this strategy creates the distinctive John Deere Experience that ultimately propels a great business and, for all with a stake in our success, delivers...Performance That Endures” (1).

The company is always striving to give its stakeholders the maximum value for their money by continuous improvement and growth in all sectors of the company. The company is organized into four manufacturing divisions:

• Agricultural Equipment – products for farms;

• Commercial and Consumer Equipment – equipment related to lawn and ground care, residential needs, golf and turf, and commercial operations;

• Construction and Forestry Equipment; and

• John Deere Power Systems – products involved with developing engines for other John Deere products.

John Deere is a listed company and its stock is traded on the New York, Chicago, and Frankfurt, Germany, stock exchanges. The following is a summary of its operations around the world:

Products and Services: John Deere, with the help of its many subsidiaries,...