Flatrock Case Analysis

The Supply Chain Management System used at Lowe’s is a collaboration process. According to LeRoy Allen, Senior Vice President of Logistics for Lowe's Companies, as cited by Real Results Magazine (2012), Lowe’s has more than 3,000 suppliers and having effective communication with all of them is difficult. Providing them with key information helps them, not only run their own business but assists Lowe’s in running theirs. This model was designed to efficiently run the supply chain together (para. 2).

Since there is little or no difference between the salaries increases of employees who meet production goals and those who do not, some employees have said they are not motivated to achieve the goals, even if they are capable of doing so. The company must ensure that employees meeting company goals are rewarded with bonuses, salary increases, or other incentives that are greater and more appealing than those received by employees not meeting the goals. The company could further differentiate the

The company should also devise a reward system for those who reach the production goals, making bonuses more worthwhile than working overtime. The bonuses awarded should be posted so employees can see the benefit of reaching production goals. In order to motivate those employees who are working overtime to offset not receiving the bonus awarded to those who reach the goal, overtime hours should be restricted. Employees who are reaching production goals should be encouraged to continue working hard by receiving raises and or promotions to assistant supervisory positions. The assistant supervisor positions would be given opportunities to coach and train employees who are struggling to reach the production goals. Including these incentives in the

Make sure the employees feel connected to their team, when they don’t feel valued it will impact their performance. Learn and challenge the employees to strive for better which will keep them productive. Provide security in their position to combat negative performance. Give voice and recognition which will empower employees and make them feel appreciated. Ensure all employees are being treated with fairness by communicating and leading effectively. Empower the employees to be able to make choices and decisions that can impact production, allow them to see their recommendations in action, and above all else, provide a clear sense of purpose. The goal here for the employees is to increase production to levels that will earn them a bonus, but ultimately the goal needs to be recognized as the success of the Engstrom plant to ensure job growth, steady income for its employees (Taylor, 2013).

This week’s chapter over reloading the straight-wall case was a good reading for me since I have no experience in reloading. For some reason when I read the title I was thinking about old rifle cartridges and not pistols. The biggest thing so fare from this class that I have learn about to get accuracy and reliability in ammo is case prep. It’s like painting a car. You spend 80% on the body work and 20% on the paint.

ABC Corporation has a culture that is based on providing award winning after-sales service to ensure it has repeat customers (WCM 620 Final Project Case Study, 2017). Thomas prides himself on creating a culture that produces high-performance numbers by encouraging his employees to handle a high volume of calls. Thomas believed that each employee should be clear on company protocol and performance expectations with a focus on high productivity (WCM 620 Final Project Case Study, 2017). During the conflict, Thomas believed that his front-line manager,

Home Depot is not only affected by these two competitors strategies, but also thewithholding and upholding their relationships with suppliers. Home Depot relies on 10,000-12,000 suppliers to keep its shelves stocked, creating a tremendous challenge regarding logisticalCurrently, cost leadership is the business-level strategy most focused on. Home Depot revolutionized the home improvement industry by offering a wide selection of merchandise at low prices, and superior customer service through their warehouse atmosphere. With Nardelli centralizing and consolidating Howe Depot, the company’s efficiency increased as cost leaders. However, the actions erased

Through positive reinforcement daily, they can encourage all the employees to improve their production rates individually. Even if one employee has a greater production rate, they should not be used to make other employees feel that any improvement they make would not be worth their time (Newstrom, 2015). This will encourage everyone to do a better job, which will have a bigger increase in production. Every employee at Engstrom will have a different need for money and praise to feel motivated to improve their work (Newstrom, 2015). For Engstrom to be successful in motivating their employees, they need to be consistent, honest and give everyone the same

Hartley Electronics Ltd is a well-established company that has been trading since 1977. It has a good technical, financial and marketing section, but its human resources have been neglected, which has led to some problems within the company.

Aerial created a well-known company established back in the 1900’s. During World War II, the company played a major role in providing pocket knives, bayonets, and trench knives for the armed services. Nevertheless, providing a unique characteristic into its product Aerial switched over to become the Midwest’s largest salon suppliers. In creating and evolving into the largest salon supplier, many functions of the business improved while some created several issues. Becoming a well-established salon supplier was only one step, but maintaining the data and storage was another. Aerial quickly established that the shipping and storage areas were accumulating more time and space than they ever predicted. Recognizing the issues and figuring out a game planned played a major role in the company.

The most significant criterion is the retention of Flatrock as Tower’s client. Renegotiation of the two unreasonable requirements to a realistic level ranks second in significance. The unreasonable requirement about the success rate on performance audits will be assessed based on comparison to the industry average of 80% success on audits, 85% of the time. The satisfaction of Clyne, Biers and Hart with the proposal is also critical to ensure the retention of Flatrock and will be measured through a follow-up meeting. Additionally, Tower must maintain profitability. Tower’s profitability will be evaluated through their quarterly financial statements. The final criterion is to increase the quality of Tower’s services and will

Based on the analysis of the issues present between Flatrock and Tower, the action plan must resolve the following root causes: the lack of clarity in the contract, which led to Flatrock believing they were entitled to services they were not paying for, and the lack of transparency which caused Flatrock to overestimate Tower’s profit margins. Additionally, the disparity between what the two branches of Flatrock aim to achieve, and Clyne’s emotionally-driven leadership style are main sources of problems within the negotiation. If these issues can be sorted out during negotiations, Tower will be able to maintain Flatrock as a principle client.

The idea that stuck out the most about the Lincoln Electric Company is that they obviously have a strong culture that all levels of employees are proud to be a part of. According to Carpenter, Taylor, and Erdogan (2010), “culture is a more powerful way of controlling and managing employee behaviors than organizational rules and regulations” (pg. 193, para. 2). The Lincoln Electric Company encompasses facets of multiple types of cultures instead of adhering to only one.

In order to employ this new program, Eitel must use his sources of power to convince Fenway that this solution is worth the $7.2 million. His positional power source comes in the form of formal authority. He is the CEO who was chosen by Fenway (who actually had to convince him to leave his former post at Interface, Inc.) specifically for his track record of 5 successful transformations. His proven track record, work ethic and effort are personal forms of power that he can also leverage to persuade Fenway. When he took over as CEO at Simmons, he began making changes immediately. Eitel made a heavy gamble on a new mattress product, completely reorganized top management and spent $3.8 million to fire 14 executives, and altered the organizational structure to promote the “18 of one” concept. He has a go-getter attitude and isn’t intimidated by the fear of failure; he came in with a plan and right away began to execute it.

The third objection (“leading the country along the disastrous road to socialism”) seems to be totally out of context, that can’t be taken seriously