Week 4 Assignment Team Case AnalysisLES
Week 4 – Assignment: Team Case Analysis
L.E.S. Inc.
Yenny Hardin, Christina Romano, Bubba Bartlett, & Joseph Nitchals
University of Saint Mary
Abstract
Adithan, M. said about manufacturing process and planning, “an industrial undertaking, if it is to survive, must be of the latest developments brought about by continuous application of new technology and methods used in production. It must continuously strive for improvements in the efficiency of its production and must consistently aim at producing better quality goods at lower prices than its competitors.” (p. 1)
The L.E.S. case addresses the issues of a growing manufacturing plant trying to stay competitive by addressing issues of quality and production. The plant in Worcester has eight managers that share the same status hierarchy and perform interdependently, which in this case is causnig a conflict in finding a resolution to the problems that the plant is facing. (Ivancevich, Konopaske, & Matteson, 2011).
Introduction
L.E.S, Inc manufactures electrical products. The L.E.S. plant is located in Worcester. Over the past three years the Worcester plant has seen a rapid growth and has doubled its workforce. However, adding more workers have not improved quality and production processes.
Under the manufacturing manager there are the different department’s managers such as John Drummond, the production manager with fifteen years with the company; Mike Peterson, the quality manager with twelve years with the company; Chris Brooks, engineering manager with three years with the company and the only female on the management team; Rich Sweeney, the materials manager who has been in the company for six years; and Bob Lemire the design manager with one year with the company.
The case has identified three areas of conflicts that are causing production problems: a high scrap rate; no leeway in meeting excess demands; quality standards not met. The manufacturing manager, Martin Collins, requested a
L.E.S. Inc.
Yenny Hardin, Christina Romano, Bubba Bartlett, & Joseph Nitchals
University of Saint Mary
Abstract
Adithan, M. said about manufacturing process and planning, “an industrial undertaking, if it is to survive, must be of the latest developments brought about by continuous application of new technology and methods used in production. It must continuously strive for improvements in the efficiency of its production and must consistently aim at producing better quality goods at lower prices than its competitors.” (p. 1)
The L.E.S. case addresses the issues of a growing manufacturing plant trying to stay competitive by addressing issues of quality and production. The plant in Worcester has eight managers that share the same status hierarchy and perform interdependently, which in this case is causnig a conflict in finding a resolution to the problems that the plant is facing. (Ivancevich, Konopaske, & Matteson, 2011).
Introduction
L.E.S, Inc manufactures electrical products. The L.E.S. plant is located in Worcester. Over the past three years the Worcester plant has seen a rapid growth and has doubled its workforce. However, adding more workers have not improved quality and production processes.
Under the manufacturing manager there are the different department’s managers such as John Drummond, the production manager with fifteen years with the company; Mike Peterson, the quality manager with twelve years with the company; Chris Brooks, engineering manager with three years with the company and the only female on the management team; Rich Sweeney, the materials manager who has been in the company for six years; and Bob Lemire the design manager with one year with the company.
The case has identified three areas of conflicts that are causing production problems: a high scrap rate; no leeway in meeting excess demands; quality standards not met. The manufacturing manager, Martin Collins, requested a
References: Adithan, M. (2007). Process Planning and Cost Estimation. Daryaganj, Delhi, IND: New Age International. Retrieved from http://www.ebrary.com Furlong, G. (2009). Conflict Resolution Toolbox : Models and Maps for Analyzing, Diagnosing, and Resolving Conflict. Hoboken, NJ, USA: John Wiley & Sons. Retrieved from http://www.ebrary.com