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CASE STUDY ABS India Is a company involved in the business of manufacturing textiles and has two plants one located in the state of Telengana and the other hn Punjab respectively. The plaid in Telengana is 20 years old and located at a distance of about 40kms frpm the city of Hyderabad. The plant in Ptuijab located on the outskirts of Chandigarh city has recently been commissioned and it has commenced production since the last three months. The products of this plant are expoded to several countries. The Telengana plant caters only to domestic market. The head office of the plant is in Hyderabad. The central marketing, finance, human resource departments are all located in the head office. The manufacturing, technical, quality, engineering. procrement etc are all located at the respective plants. A mattufacituing coordination department is located In the head office which coordinates activities between plants as registered. Recently the demand for the product manufactured at the Punjab plant is showing an exponential growth. The capacity of the Punjab plant cannot cater to this demand nor it is possible to Increase capacity in a short time. The top leadership has done an analysis of the manufacturing facility of the Telengana plant and found that it has capacity to produce the export demand provided the plant undergoes some process equipment installation and modifications. However. both the marketing manager and the finance manager expressed apprehension that production culture of the two plants are different and may lead to quality, delively problems. It may ultimately hit the reputation of the company. Questions 1. Do you agree with the viewpoint that the operational production culture of both these plants are different? If so. why? 2. What actions would you suggest to the management to address the challenge of meeting the high demand of the export product