Old Joe Case Report

In the spring of 2012, our management group, group 7, was charge to take over a concern as top direct management. With the only guideline of creating a drastically much capable and gainful organization wi geld a year, we had a lot of flirt ahead. The rail line belonged to Old Joe, an absolute genius engineer who was lacking in business management skills, Fred, a failed engineer with underlying personal issues resulting in counter crossingive activity, and Netty, Old Joes wife. This division of the business specializes in the creation of medical exam products, and has customers globally.The backwards situation the business was in posterior non be over say. There was a huge intend of order back logs, tone of voice puzzles, blood line issues, well-disposed and culture lines within the high society, and several others. With the business in such a dire state, we began our solve. Organization Chart Opening Day Q1 * Establish Positions as boss by doing 2 things * Introduce ourselves to all the current managers * move start a warning shot by giving the managers a one hour measure frame to try and settle their differences. * This lead make it clear to the managers that henceforth there recant be no tolerance for social bickering. Begin working on the delinquent backorders worth roughly $16million. By the end of quarter one, at least 70% of the orders get out be complete. A lot of over cartridge clip is going to be required for this to happen. This allow for overcompensate caper 3. * Fire Yolanda. She is simply terrible. This bequeath address chore 10. * Demand that pier apply himself go bad for logical argument related issues. However, knowing that he is going to strive to work against the gild goals, the extraction of information from Bob pass on be the goal. Once this is done, Bob bequeath in like manner be fired, which is roughly by and by 40 eld.Promote a well qualified worker to bobs position * Hire a refreshing Human Resour ces Manager (HRM) to replace Yolanda. The new HRM, Jenny, leave be condition 2-3 weeks to settle in, and get to know what the state of the confederation is, and what is required on his comparabilityt. * We need to undertake on the paycheck errors right a agency. Unfortunately, we dont believe we fetch the m to fix the problem all together, alone we can reduce the amount of errors. We need to reduce the 3 way to punch in into one single method. We feel that written eon cards would be the best way for now. It is quick and can be managed quite easily.We need to involve the person fill out their time card which essential be legible. If the time card is not legible, whence the employee doesnt get paid for that week until they can prove they worked those hours. The time card must(prenominal) be then signed and reviewed by a supervisor to make sure there argon no errors on it. We can then hold the employee and the supervisor accoun sidestep for any errors that overtake. This can even go through the new HR if problems still advance. This forget address problem 15. * We need to have Ed work nigh with the new HR that we hired to keep the paycheck errors under control.We are in a position where we need to first minimize the problem, until we have the time and resource to completely fix it. This go forth address problem 15. * Fred gets put on tight leash right away and apt(p) no leeway. His job entrust be laid out for him footprint by beat and to ensure he is doing his job, we would keep up to leave on his problems. Fred go out have to answer forecasts directly to us and he will not be allowed on the production floor. That way he wont be down yelling at community and hell be more focused on his job. Fred is high in the company and should know how to do his job even though he is not trained for his position.We will keep tabs on Fred ourselves and give him no leeway. I expect him to be a big part of this company getting back on track and his forecas ting will ch ampereion immensely. This will let him know hes on thin ice and make him work harder. He should know how to make a trades forecast so we will push him for better work for now but he will be terminated if he does not shape up. This will address problem 24. * With Bob gone, issues will eventually be solved. suck up Ed put aside issues with arouse for working purposes. With bob fired the problems between Ed and Harry will lessen.We need to call them into office together and blither to them face to face. differentiate them each that work is work and differences need to be settled. Let them talk out whatever problems they have right then and there because when they leave our office it will be settled. With them working together more efficiently, character checks will occur and the right products will be do and be made right. This will address problem 1. * Ed will to a fault start to documenting marches on how to make products in a detailed step by step fashion as they are needed by company.We want to limit the steps of a work at to as guileless as 20 steps or under. * All manuals will be step by step detailed processes but easy to follow. Everything will be laid out for advertizeers. This will address problem 11. * For the labor grievances, we think that after firing Bob and Yolanda, we should select the 10 roughly pressing grievances from the stack of 450, and part the Union we will be willing to discuss only those grievances in full. This will address problem 16. * If they do not to budge, continue to press the issue calmly and ask them whether it is not reasonable to do this.Arbitration for those 10 will remain on the table if no median can be reached. This will address problem 16. * Priorities related to the accounts payable and accounts receivable issue * As we have stated in the delimit and using nigh of the ideas discussed in class we must empower Donna to contact customers and tell them we need to get their invoices and paymen ts into us sooner, rather in a cessation of close 30-35 days. This process will occur over all periods until we decrease it until our target time. This will address problem 13. Slow down the account payables rate by several days with better accuracy of the materials and services traced to the specific accounts. This is a continuous process and will be performed throughout all quarters. We will achieve this by having Donna call our suppliers and telling them we will now pay according to customary business schedules. This will address problem 14. * Work on shut in off instrument room, with only one entrance and have power in supply room to check everything going in and out. destine supply room and make it so it is flowing.No dead ends, color coordinate, star entrance, useful products stay lower on shelves and more convenient to get. Products that are not used at much can stay high up or farther back in stock room. This will address problem 9. * Harry will be asked to inst rument some quality measures, lend Quality Management, Quality at the Source, implementing some better use of prophylactic device costs among other things could be used after he helps to implement and empower the proper workers in the quality department. harbor-added measurements should also be use in the quality poetic rhythm so that shove along can be eliminated.Also it is imperative to document all processes throughout the plant. This is a continuous effort, and will not end as long as the company is in business. This will address problem 1. * As for approaching hires, Harry would be best to implement organized training procedures objet dart the new head of HR grows accustomed to company procedures and requirements.. He will work with the new HR manager to give orientations of what the company is about and what is expected by us, the customers, and the company. Harry will also create metrics for determining what qualities are expected from future employees.This will addr ess problem 1. prosody Ending Q1 conviction by imbibe (x) No. of Grievances (y) metre by rear end (x) office of Employees Exposed to Orientation (y) Time by tail assembly (x) Order Backlog rest in Dollar Value in millions (y) Time by describe (x) Inventory Accuracy piece (y) Time by Quarter (x) paysheet Errors / week (y) Time by Quarter (x) AP / AR Days (y) Time by Quarter (x) dowery of Process sustenance (y) Time by Quarter (x) R&D projects incomplete / ongoing from Q1 (y) Organization Chart End Q1 Q2 * By Q2, we as the new bosses need to be the bottleneck for the company.Everything that goes through Howard take to be prioritized by us until the company gets back up to par with all the back orders and other issues that its dealing with. * Howard needs to start documenting all the current information and putting it into a computer dodge that can be accessed by different department supervisors across the company. This will eliminate any mistakes that could possibly o ccur with the handwritten process that is currently in place. * Request that Harry and Ivan work together to develop metrics in qualifying suppliers- This will address problem 23. As we have stated in the outline and using some of the ideas discussed in class, we must empower Donna to contact customers and tell them we need to get their invoices and payments into us sooner, preferably in a period of about 30-35 days. This process will occur over all periods. * Slow down the account payables rate by several days with better accuracy of the materials and services traced to the specific accounts. This is a continuous process and will be performed throughout all quarters. contribute Donna call suppliers to slow notify them we are slowing the process in advance. This will address problem 14. Harry should then focus on the supplier metrics with Ivan and develop a scorecard. The scorecard should include jibe costs of ownership measures-from order to disposal-, delivery time from supplie rs, and a more subjective measure of sorts on how integrated the supplier is in the process. Have these systems up and racetrack by the end of quarter 2. This will address problem 1. * Harry will implement some quality measures, Total Quality Management, Quality at the Source, implementing some better use of preventative costs among other things could be used after he helps to implement and empower the proper workers in the quality department.Value-added measurements should also be implemented in the quality metrics so that waste can be eliminated. Also it is imperative to document all processes throughout the plant. Instantly and continuous. This will address problem 1. Metrics Ending Q2 Time by Quarter (x) Inventory Accuracy Percentage (y) Time by Quarter (x) Payroll Errors / week (y) Time by Quarter (x) Order Backlog Remaining in Dollar Value in millions (y) Time by Quarter (x) AP / AR Days (y) Time by Quarter (x) R&D projects incomplete / ongoing from Q1 (y) Time by Quarter (x) Percentage of Process accompaniment (y)Organization Chart Ending Q2 Q3 * In Q3, train Howard to what the company needs most that way he can have an thought of what the company needs first which will allow for us to be taken out of the picture, thus eliminating the bottleneck for this department of the company. * Howard needs to set up a converse system such as netmail for many of the supervisors or managers of the company which will greatly increase communication within the departments. This could have a significant effect on sale and engineering which would lead to new products being developed or at least thought about. Once the errors have been minimized, we can then work with Howard to install a way for the employee to punch in using a computer that can only be accessed by management. With this process in place, there will be no errors with the paychecks, freeing up time for everyone for not having to deal with these problems anymore. * As we have stated in the outline an d using some of the ideas discussed in class, we must empower Donna to contact customers and tell them we need to get their invoices and payments into us sooner, preferably in a period of about 30-35 days.This process will occur over all periods. This will address problem 13. * Metrics for the companys performance should be created last, only because we need to wait for the actions to be taken, and should include financial measures including flagrant profit, value-added measurements on the whole process, cycle counting. This way we can find what process are waste and unnecessary, and perhaps some ROI on the new investments made in R&D to potentially expand product lines and fortify their complementary products. This will address problem 1. * Physical inventory count will start. 3 day weekend, overtime will be handed out to those who come help with the count) * Two people will be hired for cycle counting after the physical inventory count has been completed. Katt and Ivan will be working together, utilizing the cycle counting as a form of checks and balances to ensure that the purchases do not step out of line with the predictions. This will address problem 9. Metrics Ending Q3 Time by Quarter (x) Payroll Errors / week (y) Time by Quarter (x) Inventory Accuracy Percentage (y) Time by Quarter (x) AP / AR Days (y) Time by Quarter (x) R&D projects incomplete / ongoing from Q1 (y)Time by Quarter (x) Percentage of Process Documentation (y) Organization Chart Ending Q3 Q4 * At this point, the company should be running fairly smoothly. Majority if not all of the problems would have been solved. The company will focus more on R&D at this point in order to increase profitability in the future. Metrics will play a large role in quality management of both processes and employees. Metrics Ending Q4 Time by Quarter (x) Inventory Accuracy Percentage (y) Time by Quarter (x) AP / AR Days (y) Time by Quarter (x) Percentage of Process Documentation (y) Organization Cha rt Ending Q4