CREATION OF A NEW PROJECT Our Head of quality (that we will call Mr L.) suggested that the company needed to improve the planning and scheduling of the machining and tooling department. All companies that have machine production do this, and we already had someone scheduling this department (Mr M.), but we needed someone that could do it much more in detail and ahead of time. Eventually, the supervisor of the machining department(Mr S.) was elected to be the best person for this job, so the CEO of the company decided that Mr M. had to train Mr S. and explain the method he followed for the planning. Mr M. is known to be someone that likes to work the way he wants to work! In other words, he is not known for being someone that listens to other people’s opinion, so Mr S. (much younger) had some difficulty getting information out of Mr M. This problem had been planned. In fact, before this project started there had been at least two separate meetings, one together with Mr M. in which the steps of the projects were planned and agreed upon, and one meeting without Mr M. where the relationship issue was discussed with the CEO. STARTING THE PROJECT Mr S. was not satisfied with the training received by Mr M. and more than once explained that he could not start scheduling the machines if he had not received more information from Mr M. After he explained this simple point to the CEO, he almost lost his job and was told that “there are other people out there that can do your job!”. Mr S. almost left the company, but eventually decided to continue and asked help to other members of the company and understood that there were important elements missing. He had very poor tools that could not help him understand what had to be scheduled, there was no method and the MRP (Material Requirement Planning) was missing most BOMs. Without this basic information there was no way that he could receive the correct data from the MRP and start planning. Questions : What is the issue ? What should have been done? How did things go? What do you think are some common communication issues?
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
Case STUDY ANALYSIS
CREATION OF A NEW PROJECT
Our Head of quality (that we will call Mr L.) suggested that the company needed to improve the planning and scheduling of the machining and tooling department.
All companies that have machine production do this, and we already had someone scheduling this department (Mr M.), but we needed someone that could do it much more in detail and ahead of time.
- Eventually, the supervisor of the machining department(Mr S.) was elected to be the best person for this job, so the CEO of the company decided that Mr M. had to train Mr S. and explain the method he followed for the planning.
- Mr M. is known to be someone that likes to work the way he wants to work! In other words, he is not known for being someone that listens to other people’s opinion, so Mr S. (much younger) had some difficulty getting information out of Mr M.
- This problem had been planned. In fact, before this project started there had been at least two separate meetings, one together with Mr M. in which the steps of the projects were planned and agreed upon, and one meeting without Mr M. where the relationship issue was discussed with the CEO.
STARTING THE PROJECT
Mr S. was not satisfied with the training received by Mr M. and more than once explained that he could not start scheduling the machines if he had not received more information from Mr M.
After he explained this simple point to the CEO, he almost lost his job and was told that “there are other people out there that can do your job!”.
Mr S. almost left the company, but eventually decided to continue and asked help to other members of the company and understood that there were important elements missing.
He had very poor tools that could not help him understand what had to be scheduled, there was no method and the MRP (Material Requirement Planning) was missing most BOMs.
Without this basic information there was no way that he could receive the correct data from the MRP and start planning.
Questions :
- What is the issue ?
- What should have been done?
- How did things go?
- What do you think are some common communication issues?
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