Detect all Issues in the Case study and discuss their effect on Business. If you were the Manager, what management strategy and tactics would you adopt to lead teams and operations in order solve the problem?
Detect all Issues in the Case study and discuss their effect on Business. If you were the Manager, what management strategy and tactics would you adopt to lead teams and operations in order solve the problem?
Detect all Issues in the Case study and discuss their effect on Business. If you were the Manager, what management strategy and tactics would you adopt to lead teams and operations in order solve the problem?
MGT201 Introduction to Management Project Case Study / Paper
Case Study / Scenario
The Steelco Machine Company is a $25 Million dollar per year custom metal fabrication shop. It has a work force of 30 machinists and 18 office personnel. Don Bradish was hired as the company’s production scheduler. His background includes an undergraduate industrial engineering degree and 3 years of purchasing experience. He was hired by Jane Campbell, Vice President of Operations and daughter of the company president. Recently the company has been having difficulty meeting delivery schedule deadlines and lower productivity. Light work was been given to women employees while they all held high degrees and experience in Chain and supply Management. Production belt inspectors were older guys, close to retirement, with a huge experience, were replaced by young light experienced employees, assuming they are less productive. Crews in general were not cooperating together.
Don was hired to improve the company’s performance in on-time deliveries. So far, he has been learning the systems of the operations and studying possible solutions, but he has not yet determined the best course of action to recommend. On Friday, June 21, a $300,000 order, which had been in the shop for nearly two months, was scheduled for shipment. On the Wednesday before scheduled delivery, the customer called and asked that delivery be delayed due to a labor dispute and work stoppage at his location. Don discussed this request with Jane, and they agreed to accommodate the customer’s request on the condition that the customer agrees to being billed on the originally scheduled delivery date and originally contracted payment terms, alongside with storage fees and etc... The customer accepted those terms. On Friday morning, June 21, Tim, the production manager, with three years of experience, reported to Don that the order would not be completed as scheduled and would probably require at least one more week to finish. Concerned about the impact of this delay on his job status, Don decided to investigate the cause of the delay before informing Jane of the problem. Before he could complete his inquiry, Jane called to inform him that she had just mailed the invoice for the order as agreed. The whole situation created a big mess and misunderstanding.
Detect all Issues in the Case study and discuss their effect on Business.
If you were the Manager, what management strategy and tactics would you adopt to lead teams and operations in order solve the problem?
Transcribed Image Text:ll alfa 4G
6:00 PM
@53%
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delivery schedule deadlines and lower productivity. Light
work was been given to women employees while they all
held high degrees and experience in Chain and supply
Management. Production belt inspectors were older guys,
close to retirement, with a huge experience, were replaced
by young light experienced employees, assuming they are
less productive. Crews in general were not cooperating
together.
Don was hired to improve the company's performance in
on-time deliveries. So far, he has been learning the
systems of the operations and studying possible solutions,
but he has not yet determined the best course of action to
recommend. On Friday, June 21, a $300,000 order, which
had been in the shop for nearly two months, was
scheduled for shipment. On the Wednesday before
scheduled delivery, the customer called and asked that
delivery be delayed due to a labor dispute and work
stoppage at his location. Don discussed this request with
Jane, and they agreed to accommodate the customer's
request on the condition that the customer agrees to being
billed on the originally scheduled delivery date and
originally contracted payment terms, alongside with
storage fees and etc... The customer accepted those terms.
On Friday morning, June 21, Tim, the production
manager, with three years of experience, reported to Don
that the order would not be completed as scheduled and
would probably require at least one more week to finish.
Concerned about the impact of this delay on his job status,
Don decided to investigate the cause of the delay before
informing Jane of the problem. Before he could complete
his inquiry, Jane called to inform him that she had just
mailed the invoice for the order as agreed. The whole
situation created a big mess and misunderstanding.
1. Detect all Issues in the Case study and discuss
their effect on Business.
2. If you were the Manager, what management
strategy and tactics would you adopt to lead
teams and
operations in order solve the
problem?
Transcribed Image Text:ll alfa 4G
6:00 PM
@ 53%
A learning.lcu.edu.lb
MGT201 Introduction to Management Project
Case Study / Paper
Case Study / Scenario
The Steelco Machine Company is a $25 Million dollar per
year custom metal fabrication shop. It has a work force of
30 machinists and 18 office personnel. Don Bradish was
hired as the company's production scheduler. His
background includes
engineering degree and 3 years of purchasing experience.
He was hired by Jane Campbell, Vice President of
Operations and daughter of the company president.
Recently the company has been having difficulty meeting
delivery schedule deadlines and lower productivity. Light
work was been given to women employees while they all
held high degrees and experience in Chain and supply
Management. Production belt inspectors were older guys,
close to retirement, with a huge experience, were replaced
by young light experienced employees, assuming they are
less productive. Crews in general were not cooperating
together.
Don was hired to improve the company's performance in
on-time deliveries. So far, he has been learning the
systems of the operations and studying possible solutions,
but he has not yet determined the best course of action to
recommend. On Friday, June 21, a $300,000 order, which
had been in the shop for nearly two months, was
scheduled for shipment. On the Wednesday before
scheduled delivery, the customer called and asked that
delivery be delayed due to a labor dispute and work
stoppage at his location. Don discussed this request with
Jane, and they agreed to accommodate the customer's
request on the condition that the customer agrees to being
billed on the originally scheduled delivery date and
originally contracted payment terms, alongside with
storage fees and etc... The customer accepted those terms.
On Friday morning, June 21, Tim, the production
manager, with three years of experience, reported to Don
that the order would not be completed as scheduled and
would probably require at least one more week to finish.
Concerned about the impact of this delay on his job status,
Don decided to investigate the cause of the delay before
informing Jane of the problem. Before he could complete
his inquiry, Jane called to inform him that she had just
mailed the invoice for the order as agreed. The whole
situation created a big mess and misunderstanding.
1. Detect all Issues in the Case study and discuss
an
undergraduate industrial
Processes involved in arranging, controlling, and optimizing the workloads and work activities in a manufacturing or production setup to minimize cost and increase the efficiency of staff and equipment.
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