He also hired a group of managers who had significant plant manufacturing experience. This hiring was done to ensure that the design would not be “thrown over the wall” which had happened in the past. Smith also located the design team in the same facility to increase communication, foster team building as well as speed up the decision making process. What should he have done differently? I liked his approach to leadership and his concept of aligning the processes, organization, strategy and the means of measuring the progress.
Firstly, they create the Two-in box working method to get the engineering staff working directly with the Construction staff throughout the life of the project to overcome the construction completion syndromes. The project manager and sustaining manager (or system owner) work together and take the same responsibility for the project scope, budget and schedule. Because they have different focus aspects, which could cause paradox and competition, but under the same target: make the project successful, these two managers must be able to communicate and work in a team environment. In addition, both of the participants do their jobs more efficiently and pay more attention to the details of their individual responsibilities to ensure the success of project. Secondly, in order to track the financial issues, TI created the “checkbook” to handle the construction of a semi-conductor manufacturing plant.
A sophisticated computer network linked OME with other domestic and overseas Toshiba development and production sites. This communication link allowed the different Toshiba factories to communicate best practices and coordinate their production. The OME complex also included large research and development and design laboratories. The proximity of the laboratories to manufacturing allowed the engineers to work closely with the manufacturing division throughout the design and development of a new model. Also, workers were continuously being cross-trained to increase the breadth and depth of their skills.
Tom (as the top of the organization on this plant) also approached university of Virginia to get the latest business thinking and to introduce managers to new ideas and apply them to improve the efficiency at the plant without having any particular problems. This shows that Tom is seeking the organizational development and improving the effectiveness of the business and to secure a long-term improvement. Furthermore, in an OD approach the teams and groups are the key focus, which is also why Akin and Tom gather all the employees to talk to them about the organization and in that way figure out what they are thinking and then afterwards, they will be able to change the attitudes and behavior. Tom also used the characteristic of experimental-based learning. Meaning that every time he wants to implement a change, he tells his people that it is just an experiment, which makes it easier for people to digest the change.
FedEx adopted an aggressive training program from competitive wages and profit sharing , bonuses , and a state of the art employee grievience process that are part of the PSP philosophy . by doing all of these things it will reflect positively on the performance of FedEx employees hence the quality of the service they deliver and the satisfaction of the internal customers will reflect also to the satisfaction of the customers with the speed and the quality of the service they are receiving . Another perspective that is being emphasized by FedEx is the system perspective where it focuses on the service side and that the customer becomes more the central in the thinking of the FedEx operation managers. the reason behind adopting this perspective is the aim to fulfil cutomers expectations and keeping them satisfied by delivering on time. Quality management at FedEx compasses all of its operations.
We would explain now what this structure and its efficiencies to enable Tesco for having the people they are looking for to reach the whole organization objective. Explanation of Tesco’s Recruitment and Selection Method:- Tesco has defiantly set a very efficient strategy when it set the objectives of its workforce planning. We see that it has maintained that capability to attract those candidates that would serve its future expansion by first dividing each organizational process requirement and hence put for each process its specification. Tesco also applied a popular and cost effective means of attracting applicant through, Website, Job center place or store boards and even has made each category with an application ways. The company divides the selection part into three parts, the screening and the assessment center and last the interview, which leave no gaps of not being able to assess the applicants from all aspects technicality and personality aspects of the posts available.
This paper will provide detailed information regarding the customer service manager position, the job analysis of the position, methods of recruiting and selection methods for seeking the best candidates. Description of the Position The Customer Service Manager (CSM) is involved in various aspects of business at GE. Knowledge of the company as well as the part in which the individual hired will play in his or her role will be essential to the success of the individual hired. The customer service manager will oversee customer service throughout the GE branch hired for. This includes ensuring customer service practices are well established and followed by customer service employees as well as ensuring excellence in customer service (General Electric, 2012).
4. If not already done, Sampson should establish and organize a selection team. He must ensure that it includes adequate technical expertise with respect to product design and operation and also manufacturing and quality control activities. 5. As chairman of the team, Sampson should arrange for individual discussions with each of the potential suppliers.
This latest work by Annette’s team is proof that office lean works. Furthermore, Esterline should utilize the employees responsible for this success by having them train others throughout the company on the tools they used and showcase the results they gained. The second hurdle that the management team is struggling with is the question of whether or not the plants need an MRP package for operating the facility. We believe that Esterline should move forward with a flexible MRP package:
* Conduct regular market research and performance reviews * Ensure each team member has individual job criteria so they know what their goals are and what is expected of them. * Regularly check that their goals are being met and they are following their plans * Conduct surveys from customers asking them how they were treated and if they were satisfied with the outcome of their visit. Also ensure the surveys state who dealt with them * Feedback information to the team member and discuss the outcomes. * Ensure you discuss what they need to work on and improve and how they can achieve their goals more efficiently if needed. * Always finish on a positive discussing what they do well and how many goals they have managed to achieve.