Organizing<\/strong><\/p>\nRead critically and analyze the following scenario:<\/p>\n
The Boomer Bangs projects presented to the Strategic Planning
\nCommittee were accepted for production and roll out by the company is
\nscheduled for January of 2019. The first product scheduled for
\nproduction is a pill that helps reduce blood sugar levels. Market
\nstudies predict that this pill likely will be the most successful of the
\nthree products, which is why it is the first product to roll out. <\/em><\/p>\nUpper management decided that Luis Montego of the Los Lunas, New
\nMexico Branch Production Team will take the lead for this project. The
\nplan is for Luis to serve as a model for organizing that will be copied
\nby the rest of the branches so that roll out can be concurrent. Luis
\nknows that his production floor is set up exactly like the rest of the
\nplants. Luis has put some thought into the fact that the new pill
\nproduction will require additional production lines requiring changes to
\nthe existing set up. Luis believes space could be a problem. Luis
\nestimates he will need 200 sq. ft. for the additional line set up. He
\nwill also need two conveyor belts as well. Luis knows that some
\nrelocation of machinery or line set up will have to be done because
\npills have to be produced away from direct sunlight and stored at low
\ntemperatures. <\/em><\/p>\nLuis has also come to the conclusion that he will need additional
\npersonnel – one pharmaceutically trained pill machine operator for the
\nday shift and two operators for the night shift. Trained line workers
\ncost $3 more per hour than untrained line workers. Luis also knows that
\nthese new workers will need supervising. He may have to restructure
\nthe floor staff.<\/em><\/p>\nPrimary pill ingredients bitt goud, spreading hogweed, Chinaberry
\n(mostly found in India) and burra gokhru will be shipped from Madras,
\nIndia. However, sourcing of the Chinaberry has been a little difficult
\nfor Luis and he suspects the cost of production will have to increase
\nthe estimated R&D cost by $0.075 per pill. Additional labor costs
\nand costs of the rare Indian ingredients places the overall production
\ncost of one bottle of 60- pills at $5.75, which includes packaging. <\/strong><\/em><\/p>\n <\/strong><\/p>\nStep 4:<\/strong> Assume<\/strong> the Role of Luis Montego<\/strong><\/p>\nTask 1: Identify and discuss six major areas of the organizing
\nprocess that Luis Montego must address in organizing the production
\nfloor for both existing production and the new project. <\/p>\n
Task 2: What specific area needs immediate attention? Why?<\/p>\n
<\/strong><\/p>\nStep 5: Leading<\/strong><\/p>\nRead critically and analyze the following scenario:<\/p>\n
Biotech has always told workers that they want to keep people in
\nthe Biotech family. The company encourages employees to get additional
\ntraining and will pay for college tuition for those who want to advance
\ntheir career opportunities within the company.<\/em><\/p>\nDuring the course of production older line staffers became aware
\nthat the pharmaceutically trained line workers made $3.00 more per hour
\nthan they did. The workers were unhappy. They felt that it was unfair
\nthat Biotech hired from outside rather than provide training to existing
\nworkers who would want to take over the jobs and earn the extra
\nsalary. An obvious concern began to surface among the workers. Several
\nof the workers questioned whether Biotech is being truthful with them
\nand wonder whether they will really help the workers advance in the
\ncompany. Morale of plant workers began to suffer. One floor
\nsupervisor told Luis that one of his workers refused to help develop a
\nnew process that would increase the speed of moving the pallets on the
\nnew floor scheme. He said, \u201cWhy should I help Biotech make more money
\nif I don\u2019t get any of the money?\u201d Luis knows that this concern must be
\naddressed and morale needs to be improved. Luis also knows that only HR
\nin headquarters can make decisions regarding benefits so he cannot
\noffer pay raises. Luis wonders what he can do to motivate workers and
\nbuild trust in the production department.<\/em><\/p>\nTask 1: Identify and discuss the reasons for the morale problem;<\/p>\n
Task 2: Discuss specific ways Luis can motivate his existing
\nemployees that will build morale while ensuring production levels stay
\non track for the current contracts and the new project;<\/p>\n
Task 3: What critical factor could interfere with Luis\u2019 attempt to build morale? <\/p>\n
<\/strong><\/p>\nStep 6: Controlling<\/strong><\/p>\nRead critically and analyze the following scenario: <\/p>\n
The following chart displays the results of the first year\u2019s
\nproduction of the new pill, Boomer 1. The table was created from data
\nsupplied by the production department managers of the Biotech branches
\nmaking the pill. The data was collected for the purpose of controlling
\nproduction output. The data will be used by the Vice President (VP) of
\nProduction, Arthur Miller to identify areas of improvement, change, or
\nto provide kudos for the success of the processes used by the Production
\nDepartment in the production of Boomer 1. <\/p>\n
The chart describes the standard goal (identified as standard) set by
\nthe department and the results of each branch. A comparison of the
\nstandard to the results allows the reader to form conclusions about the
\nsuccess or failure of the Production Department to meet the goals
\nenvisioned by the company. It also allows the reader to recognize
\npatterns from the data so conclusions can be drawn as to the
\nrelationship between elements (e.g. cost expended vs time expended;
\nthose who spent more time had a higher cost).<\/p>\n
\n\n\n| \n <\/strong><\/p>\nSpecifications<\/strong><\/p>\n<\/td>\n| \n Standard<\/strong><\/p>\n<\/td>\n| \n Wittlich<\/strong><\/p>\n<\/td>\n| \n Detroit<\/strong><\/p>\n<\/td>\n| \n Los Lunas<\/strong><\/p>\n<\/td>\n| \n Sao Paulo<\/strong><\/p>\n<\/td>\n| \n Melbourne<\/strong><\/p>\n<\/td>\n<\/tr>\n\n| \n Cost per 60 pill bottle<\/p>\n<\/td>\n | \n 5.75<\/p>\n<\/td>\n | \n 5.59<\/p>\n<\/td>\n | \n 5.87<\/p>\n<\/td>\n | \n 5.45<\/p>\n<\/td>\n | \n 5.52<\/p>\n<\/td>\n | \n 4.97<\/p>\n<\/td>\n<\/tr>\n | \n| \n Time<\/p>\n<\/td>\n | \n 7.36<\/p>\n<\/td>\n | \n 7.32<\/p>\n<\/td>\n | \n 7.46<\/p>\n<\/td>\n | \n 7.31<\/p>\n<\/td>\n | \n 7.32<\/p>\n<\/td>\n | \n 6.89<\/p>\n<\/td>\n<\/tr>\n | \n| \n Quality Control Problem Ratio (per 500 bottles)<\/p>\n<\/td>\n | \n 1<\/p>\n<\/td>\n | \n 1.5<\/p>\n<\/td>\n | \n 2<\/p>\n<\/td>\n | \n 3.5<\/p>\n<\/td>\n | \n 4.75<\/p>\n<\/td>\n | \n 1.75<\/p>\n<\/td>\n<\/tr>\n | \n| \n Shipping Problems\/Damage (per 10,000 bottles)<\/p>\n<\/td>\n | \n 1.0<\/p>\n<\/td>\n | \n 0.148<\/p>\n<\/td>\n | \n 0.222<\/p>\n<\/td>\n | \n 1.133<\/p>\n<\/td>\n | \n 1.178<\/p>\n<\/td>\n | \n 1.51<\/p>\n<\/td>\n<\/tr>\n | \n| \n Total Number of bottles Produced per year<\/p>\n<\/td>\n | \n 400,000<\/p>\n<\/td>\n | \n 600,000<\/p>\n<\/td>\n | \n 500,000<\/p>\n<\/td>\n | \n 650,000<\/p>\n<\/td>\n | \n 401,000<\/p>\n<\/td>\n | \n 750,000<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n <\/strong><\/p>\nStep 7: Standard Specifications\/Results<\/strong><\/p>\nCompare the standard specifications data set with the results from each of the results for the five branches. <\/p>\n Task 1: Interpret the results for the new product production chart above;<\/p>\n Task 2: Discuss the problematic areas;<\/p>\n Task 3: Discuss the areas that showed positive results.<\/p>\n <\/strong><\/p>\nStep 8: Corrective Action<\/strong><\/p>\nTask: Do you suggest Arthur Miller take corrective action? If yes, why and what action should be taken? If not why not?<\/p>\n <\/strong><\/p>\nStep 9:<\/strong> Morale<\/strong><\/p>\nRead critically and analyze the following scenario:<\/strong> <\/p>\nThe next meeting of the Strategic Planning Committee for Biotech is scheduled for next week. All of the VP\u2019<\/del>s
\nwill be there and a report must be given by all as to the viability of
\nthe Boomer 1 roll out and the success or failure of the long-term goals
\nand objectives.<\/em><\/p>\nMiller reviewed his meeting notes with his branch managers when
\nthe production results came out. The most important conclusions
\nmentioned below are presented to the team:<\/em><\/p>\n\n- Most all the managers seem to feel that the project was well worth the effort. <\/em><\/li>\n
- The most significant problem was the lack of space on the production floor. <\/em><\/li>\n
- Los Lunas and Sao Paulo managers indicated that they had floor
\nspace issues and quality control was the most significant issue because
\nof the level of heat in the plant.<\/em><\/li>\n- The standard had been met by everyone.<\/em><\/li>\n
- Three of the plants reported morale problems with older workers wanting to be trained for the higher paying line jobs. <\/em><\/li>\n<\/ul>\n
Step 10: Potential Concerns<\/strong><\/p>\nPrepare a report for Keith to present to the planning team:<\/p>\n Use the conclusions drawn by Miller from the Manager\u2019s Meeting (noted above).<\/p>\n Task 1: Identify at least three conclusions that have potential
\nconcern for the long-term future of the project and or company. Explain
\nwhy and how each of the factors identified would affect the future
\nlong-term strategic planning;<\/p>\n Task 2: Explain the relationship between the control process and long-term planning;<\/p>\n Task 3: Provide at least two recommendations for solutions to <\/p>\n address the implications of the factors chosen. Explain why these <\/p>\n recommendations are viable and would be an effective solution.<\/p>\n How to Set Up the Paper<\/strong><\/p>\nCreate a Word or Rich Text Format (RTF) document that is double-spaced.
\nUse 12-point font. The final product will be between 8 and 10 pages
\nin length excluding the title page and reference page. Write clearly
\nand concisely.<\/p>\n Use the following Report Format. <\/p>\n \n- Introduction<\/li>\n
- Organizing<\/li>\n
- Leading<\/li>\n
- Controlling<\/li>\n<\/ul>\n
<\/strong><\/p>\nCompleting the Paper<\/strong> <\/p>\n\n- Read the grading rubric for the project. Use the grading rubric
\nwhile completing the project to ensure all requirements are met that
\nwill lead to the highest possible grade. <\/li>\n<\/ul>\n\n- Third person writing is required. Third person means that there are
\nno words such as \u201cI, me, my, we, or us\u201d (first person writing), nor is
\nthere use of \u201cyou or your\u201d (second person writing). If uncertain how to
\nwrite in the third person, view this link: http:\/\/www.quickanddirtytips.com\/education\/grammar\/first-second-and-third-person<\/a>. <\/li>\n<\/ul>\n\n- Contractions are not used in business writing, so do not use them. <\/li>\n<\/ul>\n
\n- Paraphrase and do not use direct quotation marks. Paraphrase means
\nyou do not use more than four consecutive words from a source document,
\nbut put a passage from a source document into your own words and
\nattribute the passage to the source document. Not using direct
\nquotation marks means that there should be no passages with quotation
\nmarks and instead the source material is paraphrased as stated above.
\nProvide the page<\/u> or paragraph number<\/u>
\nwhen using in-text citations. Note that a reference within a reference
\nlist cannot exist without an associated in-text citation and vice
\nversa. <\/li>\n<\/ul>\n\n- You may not use books as source material. <\/li>\n<\/ul>\n
\n- You are expected to use the facts from the case scenario paired with
\nthe weekly courses readings to develop the analysis and support the
\nreasoning. No more than two (2) external resources can be used in completing the assignment.<\/strong>
\nThe expectation is that you provide a robust use of the course
\nreadings. If any material is used from a source document, it must be
\ncited and referenced. A reference within a reference list cannot exist
\nwithout an associated in-text citation and vice versa. <\/li>\n<\/ul>\n<\/div>\n","protected":false},"excerpt":{"rendered":"Purpose The third assignment covers the last three functions of the P-O-L-C, Organizing, Leading and Controlling. Students will look at the production floor through the lens of the organizing, leading and control functions. Outcome Met by Completing This Assignment Integrate management theories and principles into management practices Organize human, physical, and financial resources for the […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":"","_joinchat":[]},"categories":[1],"tags":[],"_links":{"self":[{"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/posts\/177970"}],"collection":[{"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/comments?post=177970"}],"version-history":[{"count":0,"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/posts\/177970\/revisions"}],"wp:attachment":[{"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/media?parent=177970"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/categories?post=177970"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/qualityassignments.net\/wp-json\/wp\/v2\/tags?post=177970"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}} | | | | | | | |