Toc Solution Individual Papers- The Goal Essay

Given three months to turn the plant around, Alex turns to Jonah, his old college physics professor who has become a manufacturing consultant, and enlists his help. Jonah has a unique and potentially risky approach to addressing the problems at the plant. First, he takes what can be a complicated

In Station Quality amplifies problem. It makes any production problem instantly self evident and stop producing whenever problems are detected. Notice that problem are not only caught were they occur with this flow process but actually because of the pulled or downstream approach that any station can find problems miss by an earlier team. This encompasses that the entire production line is responsible for each other work. To further insure that the right part was available at the right time. TPS extended this process to its supplier by using another process step HEIJUNKA (Load Leveling). This process was simply, even distribution of special products or special orders. This prevented, as quoted in the case study “…several production runs…” each dedicated to just one model or one special order. TPS defined needs and value from the viewpoint of the next station down the line that is the immediate customer. These two tools which will give the employee the ability to catch defects quickly and work to correct the problem. Shows TPS complete faith in the employee and the team to solve most problems without a supervisor. In fact TPS development of these two principles and Load Leveling exemplify the individual employee or the team ability to solve most if not all the problems in the production. These tools along with the team concept instill a level of trust between the employee and management as the individual

Overall Adam discovered how much job opportunities in factories have been declining over the last couple of years. Whether it be to new machinery coming in to do someone’s job or bringing the work offshore so Americans don’t have the opportunity to work. Something is going to have to change or at some point it will all be machinery running the factories.

At this point the factory is operating at a capacity like never before. They have been shipping a record number of orders in a record amount of time. All of the orders past the shipping date have been completed and shipped. They are now shipping current orders on-time and early in in some cases. Now that the plat is responding better to market demands, Alex can focus on sales throughput, and gets the division sales manager, Johnny Jons, to market his plant's improved capacity. Together they manage to tie down a major contract

1) Issue – The team wants to develop new ventures and wants to keep it in house. They realize that everyone has things that they are working on. They start thinking of pulling warehouse staff to assist with order fulfillment, but right away Maria says no that it is not cost efficient to outfit them with new hardware. The

He knew that if he could reconfigure the plant away from assembly lines and into individual work stations, workers would be able to take more ownership of their work, producing better quality parts and be self-motivated by being able to measure their individual output, increasing job satisfaction. The new cells turned out to be a hit. Workers were excited about having more control over their output and being part of the new process.

Just as a tractor is composed of thousands of iron parts, working smoothly and without knowledge or passion about the results of their labor, the company is made of men who work rigidly and disinterestedly at the tasks assigned to them. The machines sever the people from the

Jonah asks Alex if the robots have increased the amount of products shipped per day. Secondly, he asks if the robots have reduced the plants people expense. Finally, Jonah asks if the robots have decreased the amount of inventory that the plant has.

The assembly line principle as it matured in industrial society however, proved to destroy workers creativity and stifle the very essence of human life. Growth and change. On an assembly line workers are degraded to automatons, performing the same tasks over and over and over. Day in day out, without ever having any knowledge or input into any of the other tasks related to completion of the project. This monotony in the workplace spills over into the daily life of many factory workers and affects how they live their life outside of the factory after the whistle blows as much as it does while they’re on the assembly line.

Engstrom should provide a space in which workforce can communicate by having managers listen to them and asking them questions. People generally know the right answers if they have the opportunity to produce them. For Engstrom creating teams and committees with members from each production department to management is important. A committee can help improve the line workers morale with ideas such as improvement for production, and meeting delivery deadlines. A committee of managers from each department within the plant who will work with plant line workers to make suggestions and improvements for employee morale and improvement. The teams formed should be from all functions and staffed with members whose talents match team tasks. Committees are

I enjoyed reading your post, and feel you properly presented many of the complexities that Rogo is facing at Bearington Plant. Importantly, you mentioned which measurement tools that the plant should use. Within The Goal, Rogo discussed such tools as return on investment, cash flow, and making sure inventory level concur to the market demand. One of Bearington Plant main complexity was producing excess inventory for orders that don't have a demand at the time. Importantly, this isn't helping the plant make any money, and not helping with the demand for other needed now. In addition, Rogo was able to identify the bottlenecks at the plant to improve productivity and efficiency. What I found intriguing was the idea of using bottlenecks

One of the valued but demanding customer, who had considered Engstrom as a certified supplier, was requesting a large order but Engstrom was unable to deliver on time due to the low productivity problem. The plant manager along with his assistant were already dealing with the troubling numbers when this happened. While the task was a tough bone and not easy to tackle, and there were a lot of factors needed to be taken in to consideration. The leadership started to analyze and break down the main causations other than the overall economic trend that dragged the company into the turmoil, as it turned out, it was the low, frustrated employee morale and diminished work satisfaction.

The solution to the problem in this case is to develop a strategic plan that will modify the employee behavior, redefine the roles and responsibilities of management, and manage the organizational culture while reducing production costs and gaining a competitive advantage. The solution will require management to examine and modify the current leadership style. In addition, management should address the issue of valence within the motivation equation and establish well-defined goals that will enhance the employee’s perception of their role within the organization. Reformation to the overall morale and culture is critical in order to terminate the work stoppage, reduce costs, and get the shipments back on schedule.

The process engineer suggests that you find the most labor-intensive operation that the plant performs. Reduce costs by automating the operation.

He told Jonah that the plant he is working with installed some robots that have increased productivity by 36%. Jonah replied with “so your company is making 36% more money from your plant, just by installing some robots?” Alex said no and Jonah asked again “was your plant able to ship even one more product per day as a result of what happened in the departments where the robots were installed?” Alex answered again with a no while Jonah asked again if the plant has fire anybody and if the inventories go down but Alex’s answers are no. Jonah again asked “with such high efficiencies you must be running your robots constantly? Alex said yes and Jonah continued with predictions that the plant’s inventory is very high and Alex’s plant can not deliver products on time. Jonah added that Alex thinks he is running an efficient plant but he is not.