Then, the soaked corn moves onto the refinery (employing eighty employees), where the soggy corn is processed into fructose syrup. Marshall’s is a computerized state-of-the-art plant, and much of the work in the wet mill and refinery consists of monitoring, maintenance, cleanup, and trouble-shooting. There are also thirty staff members who work in the office and in various other support positions. All the employees except the support staff work twelve-hour shifts. Three years ago, Marshall’s instituted a “team management” system to enhance productivity in the plant and improve worker morale.
In order to avoid the use of overtime and to keep her employees fresh, Joan decided to have employees work four ten hour shifts each week. She insists that every employee must have three consecutive days off. The work week begins on Monday and ends on Sunday. The manufacturing process requires a minimum of 20 employees. (Reid & Sanders, 2010) Answer 1: Develop a staffing plan for RWBFC in accordance with the constraints stated in the case.
Let me explain. As shift manager in a plastics factory, Gary supervises 81 employees, 19 of whom do not speak English and who comprise 23% of his workforce. When one of these employees (predominantly of Hispanic or Latino heritage, but also Vietnamese and Korean) needs to communicate something to him or to a coworker, they can’t do it without disruption. Shifts are all about productivity; the number of parts produced per shift (PPS). These numbers play a huge part in Gary’s yearly salary increase and Christmas bonus.
Contract Creation and Management Assignment Law/531 6/13/2012 Contract Creation and Management Assignment The case presented in the video offer and acceptance from the student website is about an editing production company named Quick Tape Video experiencing trouble with the time editing a production. The company has been working with the same outdated equipment for the last 10 years. The post production manager Janet has been suggesting to Hal, who is the production company’s owner to replace the old equipment for the last two years. After the awareness of a job that will not be completed on time because of editing time consuming. Hal promised to Janet that he will see the possibility to upgrade the editing equipment.
ABC Inc. Case Study INTRODUCTION The first mistake ABC Inc made was assigning an inexperienced person like Carl Robins, to recruit new hires with only six months experience on the job. Carl should have known that he needed a lot more preparation for this job, especially with the amount of work he had on his hands, and only two weeks before the new hiring orientation. Because of his poor organization,scheduling and critical thinking there’s a good chance that the orientation will be late or in a worst case scenario will not happen. BACKGROUND In early April, Carl Robbins, the new campus recruiter for ABC, Inc was assigned the job of recruiting new hires to work for the Operations Supervisor, Monica Carrolls. Carl successfully completed the assignment with no problem and hired 15 new hires.
Although Hello line is sold in the same supermarkets, drugstores, and discount stores as Blue Tern, it is also sold in health food stores, in some gyms, and over the internet. Agnes Klondyke, a national sales manager for Blue Tern Mills, is realizing that she needs to have a major reorganization of the company’s sales force in order to sell both lines. Max Pugh, Blue Tern’s CEO, will support any changes recommended and he wants the plan on his desk in two weeks. Therefore, Agnes called Alan Knorr, West Coast regional manager for Blue Tern, and Penny Pugsley, director of sales for Hello, to a meeting to discuss ideas for the reorganization of sales force and transition. Allan Knorr, West Coast sales manager for Blue Tern Mills In my experience geographic organization has worked well in the past, because it is simple and tends to have lowest cost.
Alcoa Inc. is the world’s leading producer of primary aluminum, fabricated aluminum, and alumina. Their workforce contains over 61,000 employees in over 200 different locations across the globe, so the company is surely no stranger to success. A large part of their success can be attributed to the innovation of the company, particularly in its design for an open work environment. The open office system that Alcoa implements in the corporate office effectively tears down a variety of communication barriers with very few setbacks. Alcoa’s corporate center is located in Pittsburgh on the Alleghany River and is one of the first buildings to implement this open office system.
Olly Racela in Bangkok Case Analysis Ann Trinh Assignment #3 ADMN 417 ID: 2914590 May 31, 2011 Word Count: 1491 EXECUTIVE SUMMARY Olly Racela visited Bangkok a year after her graduation. Disillusioned by her first job in her home country (United States), Racela sought and became employed by a Thai firm. As an expatriate, Racela encountered difficulties related to cultural differences and language barriers. As she strived to adopt Thai customs, learn the language and adapt to the way of life in Bangkok, she also experienced stress and frustration. After six months at her new job, Racela realizes that her job is not sufficiently challenging for her.
Jean Dalmer, the company’s president, hired an experienced materials manager, Bill VanDyke, as Vice President of Corporate Procurement, a new position in the company. Dalmer gave VanDyke lots of flexibility in organizing his work, and placed Susan Wilks as VanDyke's executive assistant. Wilks had worked for 15 years at Fletcher in several different positions, and thus knew many plant employees. VanDyke's appointment was announced in the employee newsletter published at headquarters and in a memo to plant managers. VanDyke wanted to centralize the company’s procurement procedures and reduce the number of suppliers overall.
It used to take twelve hours for them to make one single Model T but, with the help of the assembly line, it cut it back to two and a half hours. The assembly line was set up over one-hundred and fifty feet. The Model T’s chassis came down through the line, being pulled by a rope, and was assembled by one-hundred and forty workers. Each worker had their own specific job to help in assembling parts on to the chassis, which was broken down into eighty four steps. There were also more workers who sole job was to keep the one-hundred and forty assembly workers stocked with their parts.