Rose Company Case Analysis
Case Analysis: The Rose Co.
Due Date: July 27, 2014
Executive Summary
The Rose Company is building a new plant to reduce cost, improve the quality of products, and maintain competitive leadership by gaining a slight production advantage. The main obstacles to be overcome are the commissioning of a new plant, new methods and process, and administrative reporting issues. As the newly hired General Plant Manager, I plan to resolve these issues by insisting that all plant communications flow through me, instituting training for plant personnel and setting operational expectations.
Situation Analysis - The Jackson Plant an older, established unit in the Rose Co. has not operated satisfactorily for several years. The Board of Directors has recently approved the construction of a new plant with the expectation of achieving lower costs of processing and a reduction in man-power. The strategic goals of the Organization is to reduce cost, improved product quality, and maintain competitive leadership by gaining a slight production advantage by using new technologies, processes and new methods of production. The Organization has also decided to implement a new decentralized leadership structure. I have recently been appointed as general manager of the Jackson Plant. I will be responsible for the management and administration of all functions and personnel, except sales, at the new plant.
I expect the strategy employed at the Jackson Plant will have significant impact across the organization and be a model for other plants in the company. The proposed combination of methods of manufacturing and mixing materials has not been tried elsewhere in the company, and most of the processes will be entirely new to many of the employees. In addition to location, material, and process changes the reporting relationships will change. Prior to this new plant, all the heads of departments in the plant reported to their functional Vice
Due Date: July 27, 2014
Executive Summary
The Rose Company is building a new plant to reduce cost, improve the quality of products, and maintain competitive leadership by gaining a slight production advantage. The main obstacles to be overcome are the commissioning of a new plant, new methods and process, and administrative reporting issues. As the newly hired General Plant Manager, I plan to resolve these issues by insisting that all plant communications flow through me, instituting training for plant personnel and setting operational expectations.
Situation Analysis - The Jackson Plant an older, established unit in the Rose Co. has not operated satisfactorily for several years. The Board of Directors has recently approved the construction of a new plant with the expectation of achieving lower costs of processing and a reduction in man-power. The strategic goals of the Organization is to reduce cost, improved product quality, and maintain competitive leadership by gaining a slight production advantage by using new technologies, processes and new methods of production. The Organization has also decided to implement a new decentralized leadership structure. I have recently been appointed as general manager of the Jackson Plant. I will be responsible for the management and administration of all functions and personnel, except sales, at the new plant.
I expect the strategy employed at the Jackson Plant will have significant impact across the organization and be a model for other plants in the company. The proposed combination of methods of manufacturing and mixing materials has not been tried elsewhere in the company, and most of the processes will be entirely new to many of the employees. In addition to location, material, and process changes the reporting relationships will change. Prior to this new plant, all the heads of departments in the plant reported to their functional Vice
References: Rogers, P. , & Blenko, M. (2006). Who Has the D. Harvard Business Review , 5. Kim, W. Chan, Renee Mauborgne. “Fair Process: Managing in the Knowledge Economy. ” Harvard Business Review. January 2002 Jick, D. “Implementing Change: Note,” Harvard Business School, April 22, 1991,