Analysis Of Franklin Equipment, Ltd.

1622 WordsMar 27, 20177 Pages
Franklin Equipment, Ltd. (FEL), designs and builds portable rock crushing plants and provides the necessary servicing of those products. They are based in Saint John, New Brunswick and have several offices and fabrication facilities located throughout Canada. FEL has several customers throughout Canada and has aspirations to bring their products to the international level. A contract was signed with a Middle Eastern construction company to create and build a rock-crushing machine, this project is named Project Abu Dhabi. This assessment will discuss the process that FEL utilizes in creating its’ project teams, the efficiencies and problems related to the creation of the team, as well as identify the importance of team dynamics as FEL…show more content…
FEL utilizes locals to assemble and operate the equipment so having someone with knowledge about local labor laws will be important, thus incorporating someone from human resources is important. By building a team of managers from each of the major departments responsible for fulfilling the project, the company can ensure that the knowledge is there to successfully tackle the job. However, because FEL assigns roles on the team based not just on knowledge, but on availability, they stand the risk of not having the best individuals assigned to the team. Larson & Gray, identify that there are key factors to successful project teams (2014). These factors include having team members that are available for the entire project, are co-located, and represent all functional areas in the project. The FEL project team selection system does fulfill these factors however, additional factors to a successful team include utilizing people who volunteer for the project and who report solely to the project manager. The process utilized by FEL does not allow for people to volunteer for a project and also limits the authority that the project manager has on the team members. This increases the risk of poor team dynamics and individual buy in on the project. The team selected included Bill Rankin, a design engineer, Rob Perry, an operations manager
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