Based on the case study below,  1) What is the necessity of Workplace Communication? 2) How would the role of proper Planning and Controlling change the workplace landscape relating to staff engagement, delivery of goods and services. Answer both questions

Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter12: Queueing Models
Section: Chapter Questions
Problem 59P
icon
Related questions
Question

Based on the case study below, 

1) What is the necessity of Workplace Communication?

2) How would the role of proper Planning and Controlling change the workplace landscape relating to staff engagement, delivery of goods and services.

Answer both questions

Nearly 16,000 different products are requested daily and have to be shipped from six different warehouses which are located 30 or more miles apart. It often takes weeks to get
the products into the customer's hand. This is a serious problem if customers have contracts with HP stating deliveries are to be made in three (3) business days, or less. That
means that from the time a customer calls the HP customer service line, they will have their replacement part and be back in operation within 72 hours or less, no matter where
that customer is located. On average, delivery to customers 6+ days. It is imperative that HP guarantee for delivery of products and services are followed to protect their
image, secure its position in the market place, increase its competitive advantage and its customers engagement.
One of the characteristics that distinguishes an outstanding organisation is the ability to know when problems need to be addressed and then to proceed to do something
about it. The job of getting the deliveries made on time fell on the shoulders of HP's Distribution and Logistics Manager, Loretta Wilson who reports to the head of HP. For
the execution of the project, Wilson needed a team that is dedicated solely to the project, away from their substantive duties who are ready to move at the drop of the hat,
work long hours per day and willing to relocate for the sole purpose of the project.
Wilson started brainstorming the team she needed to resolve the problem. She briefly spoke with the Directors of Operations, Planning, Communication and PR, who were
subject matter experts. They quickly assessed the situation and established their goals. In essence, the team wanted to "find smarter and simpler ways to handle parts, at
several times in the distribution channel to meet delivery guarantee period." They concluded that a new, high tech facility was needed – one in which the distribution process
could maximise efficiencies, within a four hour turn around band.
The team designed a 405,000 square foot facility hub and specified the precise equipment and layout of the operation and staff. For example, the distribution facility now has
over a mile of conveyor belts that run constantly. New sorting machines are capable of sorting over 45 pieces a minute enabling the company to process over 60,000 products
each day. Inventory is stocked within minutes after being received in the warehouse, rather than the nearly eight days it previously took. Packing and creating are done with the
assistance of robotics. Work stations for employees have been redesigned to reduce product handling. A special shipping dock is equipped so that shipments can be held and
their weight determined right up to the moment that Federal Express backs up to the dock. The cargo is then immediately placed into the trucks and the drivers are sent to th-
个
airport. Then, as the FedEx drivers head to the airport, they call in the cargo's weight on their cell phones and drive to a waiting aircraft and send the cargo off to the custome
In addition, 6 warehouse locations across US serving all 52 states
Transcribed Image Text:Nearly 16,000 different products are requested daily and have to be shipped from six different warehouses which are located 30 or more miles apart. It often takes weeks to get the products into the customer's hand. This is a serious problem if customers have contracts with HP stating deliveries are to be made in three (3) business days, or less. That means that from the time a customer calls the HP customer service line, they will have their replacement part and be back in operation within 72 hours or less, no matter where that customer is located. On average, delivery to customers 6+ days. It is imperative that HP guarantee for delivery of products and services are followed to protect their image, secure its position in the market place, increase its competitive advantage and its customers engagement. One of the characteristics that distinguishes an outstanding organisation is the ability to know when problems need to be addressed and then to proceed to do something about it. The job of getting the deliveries made on time fell on the shoulders of HP's Distribution and Logistics Manager, Loretta Wilson who reports to the head of HP. For the execution of the project, Wilson needed a team that is dedicated solely to the project, away from their substantive duties who are ready to move at the drop of the hat, work long hours per day and willing to relocate for the sole purpose of the project. Wilson started brainstorming the team she needed to resolve the problem. She briefly spoke with the Directors of Operations, Planning, Communication and PR, who were subject matter experts. They quickly assessed the situation and established their goals. In essence, the team wanted to "find smarter and simpler ways to handle parts, at several times in the distribution channel to meet delivery guarantee period." They concluded that a new, high tech facility was needed – one in which the distribution process could maximise efficiencies, within a four hour turn around band. The team designed a 405,000 square foot facility hub and specified the precise equipment and layout of the operation and staff. For example, the distribution facility now has over a mile of conveyor belts that run constantly. New sorting machines are capable of sorting over 45 pieces a minute enabling the company to process over 60,000 products each day. Inventory is stocked within minutes after being received in the warehouse, rather than the nearly eight days it previously took. Packing and creating are done with the assistance of robotics. Work stations for employees have been redesigned to reduce product handling. A special shipping dock is equipped so that shipments can be held and their weight determined right up to the moment that Federal Express backs up to the dock. The cargo is then immediately placed into the trucks and the drivers are sent to th- 个 airport. Then, as the FedEx drivers head to the airport, they call in the cargo's weight on their cell phones and drive to a waiting aircraft and send the cargo off to the custome In addition, 6 warehouse locations across US serving all 52 states
Expert Solution
steps

Step by step

Solved in 3 steps

Blurred answer
Knowledge Booster
Team dynamics
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, management and related others by exploring similar questions and additional content below.
Similar questions
  • SEE MORE QUESTIONS
Recommended textbooks for you
Practical Management Science
Practical Management Science
Operations Management
ISBN:
9781337406659
Author:
WINSTON, Wayne L.
Publisher:
Cengage,