Joe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
\n1 | Web page
\nJanuary 2013
\nResilient Response and Restoration at Western Digital:
\nAfter the Thai Flood1
\nAs raging floodwater rushed by means of numerous damaged spots alongside the dike on the Bang Pa-in (BPI)
\nindustrial property, which is positioned roughly 40 miles north of Bangkok and 5 miles south of
\nAyutthaya within the Chao Phraya River basin, the BPI property flood-fighting group needed to retreat for
\ntheir very own security on October 15, 2011. All through the night time, heavy rain continued to fall and
\nsturdy floodwater saved rising. All factories inside the BPI property turned flooded.
\nAt dawn on October 16, Joe Bunya (SVP, Onerous Disk Operations Asia, WD (a Western
\nDigital firm) and his administration group toured their inundated onerous disk drive (HDD)
\nmanufacturing facility on the BPI property (BPI plant briefly) on a ship. Their hearts sank as they noticed that sure
\nessential gear (some weighing greater than 5 tons) for producing sliders positioned on the bottom
\nflooring was utterly submerged underneath 6 toes of corrosive floodwater.2
\nRecognizing that the
\nwhole manufacturing facility was contaminated and that essential gear on the bottom flooring couldn’t be
\nchanged for a lot of months, Joe and his administration group felt the instant want to avoid wasting their
\nmanufacturing facility.
\n1 This case is collectively ready by Mr. Joe Bunya (Senior Vice President, Onerous Drive Operations Asia, WD (a Western
\nDigital firm)), and Christopher Tang (Edward Carter Professor of Enterprise Administration at UCLA Anderson
\nFaculty of Administration). This case is meant for MBA class dialogue. \u00a9UCLA Anderson Faculty of Administration,
\n2013.
\n2 The slider is the physique of fabric that helps the precise drive head in a tough disk. The slider slides over the
\nfloor of the disk, carrying the pinnacle at a constant peak above the disk for studying and writing.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
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\nAs a strategy to maintain prospects and buyers knowledgeable of the state of affairs, Western Digital Company
\n(issued the next press launch on October 17: \u201cWDC right now introduced that it has prolonged
\nthe suspension of its operations in Thailand. Over the weekend, rising water penetrated the Bang
\nPa-in Industrial Park flood defenses, inundating the corporate’s manufacturing amenities there
\nand submerging some gear\u2026.. All WD staff in Thailand stay secure.\u201d On the similar
\ntime, the favored press (Wall Road Journal, New York Occasions, Computerworld, and so forth.) speculated
\nthat it might take a number of quarters for WD to revive its operations in Thailand.three
\nWith a resilient response and restoration and the perseverance of all WD staff in Thailand,
\nPresident and CEO John Coyne formally re-opened the plant at BPI on November 30, 2011 \u2013
\nsolely 46 days after its closure. Coyne remarked that, \u201cWhereas a lot work stays to be executed over
\nthe following a number of quarters to succeed in our pre-flood manufacturing capabilities, the progress so far
\nis considerably forward of our unique expectations and is a tribute to the devoted and efficient
\nactions of our staff, contractors and Thai authorities businesses, the efforts of our provide
\ncompanions and the Help of our prospects.\u201d four
\nOn January 13, 2012, the BPI plant produced the primary slider unit after the flood, exceeding
\ninner and exterior expectations. Sampan Silapanad (VP, Magnetic Head Operations)
\nattributed this speedy restoration (one week forward of WD\u2019s inner schedule) in his comment: \u201cThe
\nrestoration has confirmed that WD staff have distinctive ardour and perseverance. We did
\nall the pieces to make the plant equal or higher than the pre-flood situation.\u201d5<\/p>\n
three See http:\/\/www.techcycle3.com\/information\/Thailand_flooding_impact_on_HDD_supplies_12aNov2011_2_.pdf for a
\ncompilation of assorted commentaries from the press. four Supply: \u201cWestern Digital: Flood Response and Restoration,\u201d Journal of the American Chamber of Commerce in
\nThailand, Vol. 1, 2012.
\n5 Supply: Sabayjai, S., \u201cWD credit employees for turnaround after floods,\u201d The Nation, April 23, 2012.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
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\nThailand Floods in 2011
\nThailand is liable to seasonal floods that are likely to happen within the North and unfold down the Chao
\nPhraya River by means of the central plains. Through the years, the Thai authorities has developed
\nnumerous flood management methods equivalent to dams, canals, drainage tunnels, and so forth. Sadly, rainfall
\nover northern Thailand from March to July in 2011 was over 300% above the conventional stage. As
\nthe speed of incoming stream of rainwater was increased than the discharging charges at numerous dams in
\nthe northern a part of Thailand, most dams had been nearly full by the start of October in 2011.
\nAs floodwaters had been transferring south alongside the Chao Phraya River, main cities equivalent to Ayutthaya
\nand Bangkok had been dealing with an imminent flood.
\nRegardless of the efforts of the Thai authorities and numerous worldwide organizations such because the
\nUnited Nations, floodwaters inundated northern elements of the capital metropolis of Bangkok. Flooding
\npersevered in some areas till mid-January 2012, finally inflicting over 800 deaths and affecting
\nover 13 million folks. With 65 out of 77 provinces declared flood catastrophe zones, over 7,700
\nsq. miles of farmland was severely broken. In keeping with the Federation of Thai Industries,
\nthe estimated harm was not less than 185 billion Baht (1 US$ = 30 Thai Baht). This consists of 95
\nbillion Baht harm on Thai , 25 billion Baht harm on Thai agriculture, and 65 billion
\nBaht harm on residential properties.
\nThe flood in 2011 disrupted the availability chain operations in sure key industries in Thailand.
\nApart from the truth that Thailand accounts for 30% of world commerce in rice, over 40% of the world\u2019s
\nonerous disk drives had been produced in Thailand and most of them had been concentrated within the BangkokAyutthaya hall. Additionally, along with tourism, Thailand is a significant automotive elements producer
\nfor a lot of Japanese automobile corporations equivalent to Toyota and Honda, and a significant producer for a lot of
\nJapanese digital digital camera corporations equivalent to Canon, Nikon, and Sony. As such, the 2011 flood in
\nThailand created main world provide chain disruptions within the automotive (on account of a
\nscarcity of elements) and the pc (on account of a scarcity of onerous disks). The World Financial institution
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
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\nestimated 1.5 trillion Baht (US$50 billion) in financial damages and losses because of the 2011
\nflood in Thailand.
\nWestern Digital in Thailand
\nBecause the market turned saturated and extremely aggressive, numerous onerous disk drive corporations such
\nas Hitachi, Maxtor, and Samsung had been acquired by giants equivalent to Western Digital and Seagate.
\nAfter a collection of mergers and acquisitions, there have been solely three key HDD corporations left by the
\nfinish of 2011 (Exhibit 1): Toshiba captures 15% of the market, and the remainder of the market is
\nequally divided between Western Digital and Seagate.
\nHeadquartered in Irvine, California, Western Digital Company (www.westerndigital.com) is a
\nworld supplier of onerous disk drives, networking gear and residential leisure merchandise
\nunderneath the WD, HGST and G-Know-how manufacturers. Western Digital is the biggest producer of
\nHDDs on the planet, with roughly US$16 billion in annual income as of the third calendar
\nquarter of 2012.
\nBy a collection of overseas and home investments that started within the 1980s, Thailand turned
\na significant producer of onerous disks by 2010. To attain value synergies (by lowering freight prices)
\nand provide chain effectivity (shorter cycle time, higher coordination, and decrease stock),
\nThailand has developed a cluster of industries related to onerous disk drives manufacturing.
\nParticularly, this cluster consists of onerous disk element elements manufacturing (equivalent to motors,
\nsuspensions, disk media, disk heads (sliders), and so forth.) in addition to onerous disk meeting operations.
\nTo leverage expert labor at low value and to leverage the Thai authorities\u2019s tax incentives, WD
\nestablished two HDD crops in Thailand (on the Bang Pa-in and Navanakorn industrial estates
\npositioned in Ayutthaya Province and Pathum Thani Province, respectively) in 2003.6
\nBy the tip
\nof 2011, WD was using over 38,000 folks (together with 2,000 engineers and scientists) and
\nhad turn out to be the biggest overseas employer in Thailand. The nation was producing 60% of all of
\nWD\u2019s onerous disks. The remaining 40% had been produced within the different plant positioned in Kuala
\nLumpur, Malaysia. As a result of the BPI plant produced sliders (magnetic heads for studying and
\nwriting on the disk floor) for various kinds of HDDs for pocket book PCs, desktop PCs, different
\nclient digital merchandise and exterior storage units, the BPI plant inundation affected the
\nmanufacturing of most lessons of HDDs. Along with the closure of each crops in Thailand that
\ncarried out onerous disk meeting operations, there have been critical issues about shortages of assorted
\nmechanical onerous disk elements as a result of lots of WD\u2019s elements suppliers in Thailand had been
\ninundated.7<\/p>\n
6 Seagate\u2019s HDD plant positioned in Korat (northern a part of Thailand) was not affected by the 2011 Thai flood.
\n7 Supply: Western Digital Updates —
\nhttp:\/\/www.wdc.com\/en\/firm\/thailandupdates\/ThailandFloods2011FAQ.pdf
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
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\nEarlier than the Flood \u2013 Figuring out, Assessing, and Mitigating Dangers
\nIn keeping with the Centre for Analysis on the Epidemiology of Disasters in Belgium
\n(www.emdat.be), the variety of floods in Asia has been rising at an exponential price, as
\nindicated by 1910-2010 statistics. Not like earthquakes, floods are extra predictable by way of
\ntiming and site, and corporations can develop plans for higher preparedness and mitigation.
\nUnderstanding Thailand to be flood-prone, WD has developed its Enterprise Continuity Plan (BCP)
\nto safeguard its staff and amenities (along with the plans developed by the Thai
\nauthorities and by the BPI property).
\nWhereas the BPI had constructed a dike to encompass its 750-acre property, WD\u2019s 7-acre BPI plant additionally had a
\ndesignated BCP group that carried out the next duties earlier than the flood:
\n1. Monitor and assess dangers. Monitored the rain forecast, floodwater stage, situations of
\ndams and dikes in surrounding areas and areas, and assessed the chance of the flood
\nand the potential affect on the plant and WD\u2019s suppliers in Thailand.
\n2. Proactive measures. Ready the plant in opposition to floodwater coming into it, together with
\nsandbags, water pumps, mills, first-aid kits, and important meals. As well as, the
\ngroup ready evacuation plans that included the detailed mapping of bus routes.
\nthree. Mitigation plans. Developed mitigation and contingency plans by transferring inventories
\nand a few gear from the bottom flooring to increased flooring to keep away from potential harm
\nfrom floodwaters.eight
\nAs well as, the group labored with administration in Thailand,
\nMalaysia, and the US to develop contingency plans in case manufacturing on the
\nBPI plant was disrupted. Particularly, WD ready a plan to shift a lot of its
\nmanufacturing to Malaysia ought to the BPI plant shut down.
\nfour. Communication plans. Develop communication plans with all staff, all key
\nsuppliers, and all different WD items all through the corporate.
\nThroughout the Flood \u2013 Resilient Response
\nBecause the BCP group continued to watch the flood state of affairs, they discovered that the knowledge
\nobtained from numerous sources, together with authorities authorities, gave the impression to be inconsistent.9<\/p>\n
On the similar time, after the property flood-fighting group\u2019s unsuccessful efforts in repairing numerous
\nbreaks (together with a 60-foot-long one) on the dike surrounding the BPI property, sturdy floodwater
\nwas gushing by means of numerous locations and coming into the BPI plant. Regardless of piles of sandbags and<\/p>\n
eight WD was unable to maneuver a few of the heavy gear (weighing greater than 5 tons) to increased flooring.
\n9 Regardless of the Thai authorities\u2019s efforts in establishing the Emergency Operations Middle for Flood, Storm and
\nLandslide in August 2012 that was meant to coordinate warning and reduction efforts, the federal government has been
\ncriticized for giving combined or conflicting info. Some overseas corporations additionally thought there was an absence of
\ncorrect and well timed info supplied in English, stopping them from being higher ready. Prime Minister
\nYingluck Shinawatra instantly responded to the press that the Thai authorities will put money into water
\nadministration to make sure that such flooding doesn’t occur once more (supply: cnbc.com).
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
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\nwater pumps, the floodwater continued to rise. To make sure security, all WD staff had been requested
\nto evacuate the ability and a safety group was appointed instantly to safe the corporate\u2019s
\nproperty.
\nOn the similar time, the WD administration group assembled at Sofitel Resort in Bangkok and
\ndeployed numerous contingency plans. These included:
\n\u2022 Making certain staff\u2019 security and well-being. To make sure staff\u2019 security, strict security
\nrequirements and protocols had been enforced by a devoted EHS (Surroundings, Well being and
\nSecurity) group. Earlier than beginning any work, the group received collectively and deliberate the method
\nwith security because the primary precedence. Throughout the cleanup, employees had been required to
\nput on U.S. industry-standard protecting gear. The EHS group would carry out frequent
\naudits to make sure strict compliance to the agreed upon course of. Each worker and
\nemployee was urged to take the security situation severely. Despite the fact that each crops in Thailand
\nhad been closed, the WD administration group didn’t wish to overburden staff\u2019
\nlivelihood, particularly when their properties had been additionally flooded. So to construct belief and loyalty,
\nWD determined to maintain all 38,000 staff on the payroll at 75% pay in the course of the restoration
\ninterval.10
\n\u2022 Minimizing provide chain disruption. Understanding that WD\u2019s prospects sometimes had about
\ntwo weeks of stock readily available and distributors had a couple of four-week provide, WD
\ndetermined to cut back the affect on its prospects by shifting manufacturing from Thailand to
\nMalaysia in the course of the restoration interval. To perform this, WD instantly ramped up
\nthe Malaysian amenities to full capability.11
\n\u2022 Decreasing restoration time by saving submerged gear. Recognizing that some essential
\nand heavy gear was in 6-foot-deep floodwater and understanding that this
\ngear couldn’t get replaced shortly and cheaply, WD managed to get divers to
\nretrieve that submerged gear. Nevertheless, as a result of the gear was extraordinarily
\nheavy, these divers needed to unbolt the submersed equipment, dissemble it into totally different
\nitems (kits) underneath water, after which transfer the kits to increased flooring.12
\n\u2022 Sustaining constant communication. WD developed a plan to speak
\ninfo in a constant and well timed method to all staff, all key suppliers, and all
\nWD items. A short lived small command heart was initially arrange on the Sofitel Resort in
\nBangkok, which was unaffected by the flood in the beginning. In a while, with Help
\nfrom one in every of WD\u2019s enterprise companions, Siam Business Financial institution (SCB), WD moved its
\ncommand heart to SCB\u2019s central workplace in Bangkok. This was the situation the place the
\ninfo from the frontline folks on the flood website was acquired and communicated to
\nheadquarters every day. Administration additionally visited the positioning each few days to get
\nfirsthand info and to offer Help to the bottom troops as wanted. SMS
\nmessaging was used as a method to maintain your entire workforce knowledgeable of the restoration
\nprogress. Additionally, WD headquarters in Irvine issued up to date information on its web site to make sure
\nthat prospects and buyers had been totally knowledgeable of the state of affairs.
\n10 Sabayjai, S., \u201cWD credit employees for turnaround after floods,\u201d The Nation, April 23, 2012. 11 Supply: TechCentral, \u201cWD shifts operations to Malaysia in wake of Thai floods,\u201d October 25, 2011. 12 Supply: Romero, J., \u201cThe Classes of Thailand\u2019s Flood,\u201d November 2012, Spectrum, IEEE.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
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\nAfter the Flood \u2013 Speedy Restoration
\nTo revive the inundated manufacturing facility on the BPI property and resume manufacturing operations as quickly
\nas potential, the short-term workplace on the SCB headquarters constructing in Bangkok was additionally used as a
\ncommand heart to handle the restoration operations in parallel. On the similar time, all key
\nstaff commuted to work in the course of the restoration interval, regardless that their properties had been
\nflooded. Instantly after the flood receded on the BPI property, WD started restoration operations,
\nwhich concerned:
\n\u2022 Establishing a decontamination course of. After the floodwater was eliminated, WD began
\nthe decontamination course of by spraying your entire inside of the ability with particular,
\nnon-hazardous chemical compounds to take away movies of dust, mildew, mould, grime, and so forth., from the
\nceilings, partitions, and air ducts previous to the demolition work.
\n\u2022 Restoration. Apart from restoring the principle energy, WD assessed these kits retrieved by the
\ndivers earlier. By reassembling the kits to rebuild numerous refurbished machines, WD
\nmanaged to salvage 80% of the gear.
\n\u2022 Monitoring progress. SCB supplied WD with pc hardware, telephone traces, and
\nentry to the Web, albeit with restricted bandwidth. WD\u2019s IT division established a
\nline of communication with Company utilizing \u201cstay assembly.\u201d The command heart
\nacquired each day, verbal stories from the frontline folks on the websites and was capable of maintain
\nCompany knowledgeable of progress and the restoration plan.
\n\u2022 Coordination and communication. WD labored with its suppliers to ramp up manufacturing
\nin Malaysia to cut back the affect on prospects. Apart from continued communication with
\ntotally different stakeholders, WD hosted a four-day seminar for over 20,000 staff at
\nThammasat College (Rangsit campus) in Thailand to make sure that WD staff
\nacquired updates and the corporate\u2019s restoration plans.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
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\nThe Solar Shines Once more
\nSturdy management and well-executed contingency and restoration plans helped WD\u2019s BPI plant to
\nbe re-opened by President and CEO Coyne on November 30 simply 46 days after the plant closure.
\nThat was weeks forward of the interior schedule. This speedy restoration may be seen as
\nphenomenal, particularly when contemplating that many corporations, together with Honda, took 6 months
\nto recuperate. To acknowledge the resilient response and speedy restoration on the BPI plant, all 2,500
\nWD Presidential Awards in 2011 got to varied WD staff in Thailand.
\nWD\u2019s manufacturing capability had been affected considerably on the finish of 2011. As reported in IHS
\niSuppli Analysis in February 2012, WD shipped 28.5 million HDDs within the fourth quarter of
\n2011, which was about half of the 52.2 million HDDs it shipped in the identical quarter the yr
\nearlier than. As such, WD slipped to the quantity two spot after Seagate on the finish of 2011. Even
\nalthough WD reported that the flood in 2011 value the corporate US$199 million, WD managed to
\nrestart its slider manufacturing in January 23, 2012.
\nWhereas buyers had been involved concerning the earnings of WD, their issues had been lifted when the
\nworth of HDDs continued to rise as the availability of HDDs fell in 2011. The underlying cause was
\nthat, regardless that Seagate\u2019s manufacturing facility in Thailand was not affected, there was a scarcity within the
\nprovide of the elements for onerous disk manufacturing as a result of many onerous disk elements
\nsuppliers in Thailand had been additionally flooded. In consequence, there was a 29% discount within the variety of
\nHDDs produced in Thailand within the fourth quarter of 2011. As the availability of HDDs fell, the
\ncommon HDD worth elevated from US$51 to US$66: a 30% improve in the identical quarter. As
\nreported by IHS iSuppli in June 2012, the worth of HDDs will stay excessive till 2014.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
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\nWD recovered quicker than analysts anticipated. By the tip September 2012, WD\u2019s
\noperations in Thailand had been restored to the pre-flood stage. This nice information has main potential
\nresults. Firstly, shipments would improve as extra prospects have stronger confidence in WD.
\nSecondly, because the promoting worth of HDDs is \u201csticky,\u201d WD\u2019s income and revenue would proceed to
\nrise. Furthermore, within the second quarter of 2012, WD had accomplished the acquisition of Hitachi\u2019s
\nonerous disk division. WD additionally set a brand new document by transport greater than 71 million HDDs with over
\nUS$four.eight billion in income and earned a document revenue of US$745 million (Exhibit 2).
\nMoreover, as buyers regained confidence about WD, the corporate\u2019s inventory worth bounced
\nagain to the pre-flood stage regardless of drops in inventory costs in the course of the flood interval.
\nAfter affected by critical flood harm in Thailand in October 2011, it’s exceptional that WD
\nreclaimed the primary spot within the HDD market by the tip of the second quarter of 2012.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
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\nUpon reflection, WD\u2019s SVP Bunya remarked: \u201cThe resilient response and speedy restoration on the
\nWD plant in Thailand is a robust reflection of the core values fashioned and nurtured by President
\nand CEO John Coyne: Ardour, Motion, Productiveness, Perseverance, Innovation, Integrity and
\nTeamwork \u2013 PAPPII TWO (Collectively We Outperform). These values had been the muse of
\nWD\u2019s profitable restoration from the 2011 flood.\u201d 13
\nWanting forward, WD is questioning concerning the following points:
\n1. Whereas the response and restoration had been profitable in combating the flood, is there one thing
\nWD can do to enhance its Enterprise Continuity Plan?
\n2. Ought to WD rely solely on the Thai authorities and the BPI property to regulate flooding? If
\nno, then what shall WD do?
\nthree. Understanding that Thailand is liable to floods, ought to WD take into account shifting its manufacturing
\nelsewhere?
\n13 Supply: \u201cWestern Digital: Flood Response and Restoration,\u201d Journal of the American Chamber of Commerce in
\nThailand, Vol. 1, 2012.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
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\nExhibit 1. Current mergers and acquisitions within the HDD .
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson Faculty of Administration
\n12 | Web page
\nExhibit 2. Revenue Assertion of WDC (as of September 2012)
\nSupply: Investing Enterprise Week Analysis, accessed December 2012.<\/p>\n
——–<\/p>\n
Joe Bunya and Christopher Tang Educating Case UCLA Anderson Faculty of Administration 1 | Web page<\/p>\n
January 2013<\/p>\n
Resilient Response and Restoration at Western Digital:<\/p>\n
After the Thai Flood1<\/p>\n
As raging floodwater rushed by means of numerous damaged spots alongside the dike on the Bang Pa-in (BPI)<\/p>\n
industrial property, which is positioned roughly 40 miles north of Bangkok and 5 miles south of<\/p>\n
Ayutthaya within the Chao Phraya River basin, the BPI property flood-fighting group needed to retreat for<\/p>\n
their very own security on October 15, 2011. All through the night time, heavy rain continued to fall and<\/p>\n
sturdy floodwater saved rising. All factories inside the BPI property turned flooded.<\/p>\n
At dawn on October 16, Joe Bunya (SVP, Onerous Disk Operations Asia, WD (a Western<\/p>\n
Digital firm) and his administration group toured their<\/p>\n","protected":false},"excerpt":{"rendered":"
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