Problem: Mr. Nakamura must decide on what action plans to pursue for the rest of the year (i.e., the "Value Creation 21" and the 5 emergency measures)
Learning from Morishita's experiences, Mr. Nakamura should consider the following Critical Factors:
1. Full cooperation of senior management in the implementation of the plan. Mr. Nakamura's plan will fail if he never got the full cooperation of the whole management team of MEI. To get the cooperation, he must be able to get management to fully understand and believe in the principles of his plans, as the senior management team will serve as the implementers of the plan. They will also be the one who will drive the employees to the direction that they want to go. With management being clear with one goal prevents confusion among employees. This would also avoid any sabotages or complacency out of conforming attitudes from some management. Mr. Morishita was faced by many opposing parties especially from the powerful division managers. This led him to give up his plan because he couldn't push it through, as the implementers won't implement. I feel that Mr. Otsubo, who was responsible in revamping the current manufacturing system in Kadoma, sabotaged the whole process. I believe Mr. Otsubo made sure that the physical manufacturing system was changed as efficiently as he can so that nothing can be said about him not following nor is his performance affected because it was done very fast and efficiently. However, I think he intentionally ignored the need for staff training with the change of the system to prove that the plan will fail. It is impossible for Mr. Otsubo, who did an "all out effort to implement the change" and is supposed to be "highly capable and experienced factory manager", would have overlooked such a basic task that should be done.
Prior to Fuller’s transfer, management at the Carson’s location was poorly run using the classical approach. While this approach can be successful, management has to find a good middle ground between caring for the company and caring about their employees. A traditional classical approach recognizes that there are five important factors to running a successful business (Miller, 19). According to text, these factors are planning, organizing, command, coordination and control (Miller, 19-20). These factors can be seen when you look at Third Bank as a whole. In the study, the CEO saw the issues in his company and put a plan together to improve. He had meetings with management, like fuller, to organize a solution. He then commanded all locations
The top management should show the management commitment by seriously knowing that if there is any slack in manufacturing or product departments then the result will be the same in losing the customers trust and increase in production cost. I am recommending following suggestions:
Top management had a high influence on the strategic decision made and had no doubt regarding the outcome, there was an unjustifiable presumption of perfect information and complete knowledge. The strategic decision to spend $40 billion to reinvent itself did not account for the new technology integration, which GM encountered many difficulties in integrating with existing technology. The implementation took place through the managerial hierarchy and budgeting mechanisms of the
Most of their management team was made up veteran officers with college degrees, completely opposite of their general workforce. A lot of their employees had trouble keeping up with the constant changes and training. Personal issues such as death, divorce and illness effected production as well. (Beer & Swiercz, 2015) Including attracting a new diverse group of people into Weave Tech management that will be relatable to a team but also execute a customer focus work environment. The production base merit and total quality management is effective approach for the organization. It kept morale high and it will continue to drive production even in a customer based work
If I were the successor to Jose Lopez at GM I would contend with inefficiency of internal suppliers, revise gradually contracts with external vendors in order to establish long-term valuable for both sides relationships. I would try to move the company as a buyer in dominance box from the Power Matrix closer to interdependence. Since Lopez already has got some power by making this new policy, I would try to mitigate it, so suppliers could feel some relief and be more satisfied. Definitely what I would start to do is to develop a strategy for long-term cooperation and continue employ keiretsu practices but introduce them in better way stating with studying how my suppliers work and how we can gain mutual advantage.
Frank has been working as product engineering manager for 14 months but he had not been told clearly about his objectives as a manager, sometimes he questions his effectiveness as a manager. He is not been able to prioritize his tasks and he often forgets many things he has to do in a day. He tries to be organized by maintaining a TO DO list but still is unable to achieve them. Product engineering department faces the biggest problem of not being able to develop elaborate and error free manufacturing documents which are required by manufacturing to build a product designed by applications department. The current documentation is very poor and its causing delays in production as inexperienced operators are unable to proceed with certain products, als...
At the beginning of XXI century leading Japanese electronics manufacturer Sony Corporation faced operational and financial stagnation. Reported losses were huge even for such a big conglomerate as Sony, net income in 1999 fell to 121.83$ billion from 179$ billion in 1998 and following decrease continued till record 16.75$ billion in 2001. Shareholders worried as the stock price was falling down even though top management made some structural changes: assets were sold, work force was reduced by 17,000. Sony had the only choice to do some reformations in structure, strategy and innovative products because it was losing the war to its competitors in the market. Therefore, “Transformation 60” was launched as a restructuring plan for further 3 years. However, issues were bigger than Sony predicted, neither of goals were achieved. Moreover, restructure planned to create divisionalized companies but instead just cut the connection inside. Planned convergence seemed to be leading to divergence while competitors were further developing power in the market. All the considered efforts to achieve 10% operational margin were ruined, while investors became impatient and pressured CEO. This dissatisfaction and fail of reformation led to resign of current CEO who was replaced by Welsh-born Howard Stringer, whose fame came from Hollywood where his restructuring plan resurrected movie market of Sony. Stringer stuck to its well-known policy of job cutting and replacement of executives along with integrating new management structure of centralized-decision making to avoid further progress of “silo” problem and reestablish lost connection between divisions. Furthermore, Stringer had to create further path for the company as it was no...
The main problems that are affecting the company were the high level of labour turnover, below target production rates, high levels of scrap, the employees had little input in the decision making, therefore resulting in low motivation and job satisfaction, and didn't have enough feedback on there performance. Added to this was the conflict between the supervisors and employees in the production and packing areas, and the grading and payment levels wasn't satisfactory to the employees.
Our team has been instructed to help advise on a business case involving a restaurant, The Mongolian Grill. It’s owner, John Butkus, is contemplating renovations, in hopes of adding capacity and increasing revenue. There are several scenarios that are available to him. One option is to add an extra food bar. The second option is to move the location of the cooking area. He can also implement both options, if he so chooses. Our team has done the appropriate financial calculations, as well as qualitative considerations.
Task A.1. Write an action plan for Anne Ewers by analyzing the financial and leadership strengths and weaknesses of the Utah Symphony before the merger.
designed a structure to adjust with the market, slowly, the impact on the workers would not
Adizes, I. (2004, Mar/Apr). Embrace One Problem After Another. Industrial Management, 46(2), pp. 18; pp.7.
“The Goal” is a book talking about challenges and problems that can face any plant manager. The story style used was very useful. I enjoyed the reading and gain more knowledge about the manufacturing operation. Many concepts and definitions were introduced such as the goal of any company and the its three measurements which are throughput, inventory and exponential expenses. Also, bottleneck and non-bottleneck resources.
In any organizations management would have to contend with any unavoidable changes that might take place. New machines, equipment, unstable business environment etc. can bring these changes. Successful implementation of the product therefore depends on the ability of the management to deal with the changes and resolve any emerging conflicts there from.
Whether he had to bring in other managers to help with explaining the benefits to the change, or an outside consultant. By doing this he would have been prepared to deliver his case to his employees with all the facts and details about the new system instead of going in there blind. Even though you know all the details and benefits that are associated with a new system, it still doesn’t mean that everybody is going to accept the new system without resistance. In an article it states that “resistance to change can have a significant impact and influence upon the success of an organizational change project” (Van Dijk, & Van Dick, 2009, p.2). Employees instinctively anticipate change as the possible loss of status, pay, or simply loss of comfort in their current work environment. They may not resist the actual change itself, but they do however, resist the possible consequences that is associated with the change. That is why it very important to be open to the possibility of being met with resistance, instead of going in to the situation with the mindset of “this is how we are going to do it, and that is just how it is going to