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Our Head of quality (that we will call Mr L.) suggested that the company needed to improve the planning and scheduling of the machining and tooling department. All companies that have machine production do this, and we already had someone scheduling this department (Mr M.), but we needed someone that could do it much more in detail and ahead of time. 1. Eventually, the supervisor of the machining department (Mr S.) was elected to be the best person for this job, so the CEO of the company decided that Mr M. had to train Mr S. and explain the method he followed for the planning. 2. Mr M. is known to be someone that likes to work the way he wants to work! In other words, he is not known for being someone that listens to other people's opinion, so Mr S. (much younger) had some difficulty getting information out of Mr M. 3. This problem I d been planned. In fact, before this project started there had been at least two separate meetings, one together with Mr M. in which the steps of the projects were planned and agreed upon, and one meeting without Mr M. where the relationship issue was discussed with the CEO. STARTING THE PROJECT Mr S. was not satisfied with the training received by Mr M. and more than once explained that he could not start scheduling the machines if he had not received more information from Mr M. After he explained this simple point to the CEO, he almost lost his job and was told that "there are other people out there that can do your job!". Mr S. almost left the company, but eventually decided to continue and asked help to other members of the company and understood that there were important elements missing. He had very poor tools that could not help him understand what had to be scheduled, there was no method and the MRP (Material Requirement Planning) was missing most BOMs. Without this basic information there was no way that he could receive the correct data from the MRP and start planning. Questions: 1. What is the issue? 2. What should have been done? 3. How did things go? 4. What do you think are some common communication issues? Our Head of quality (that we will call Mr L.) suggested that the company needed to improve the planning and scheduling of the machining and tooling department. All companies that have machine production do this, and we already had someone scheduling this department (Mr M.), but we needed someone that could do it much more in detail and ahead of time. 1. Eventually, the supervisor of the machining department (Mr S.) was elected to be the best person for this job, so the CEO of the company decided that Mr M. had to train Mr S. and explain the method he followed for the planning. 2. Mr M. is known to be someone that likes to work the way he wants to work! In other words, he is not known for being someone that listens to other people's opinion, so Mr S. (much younger) had some difficulty getting information out of Mr M. 3. This problem I d been planned. In fact, before this project started there had been at least two separate meetings, one together with Mr M. in which the steps of the projects were planned and agreed upon, and one meeting without Mr M. where the relationship issue was discussed with the CEO. STARTING THE PROJECT Mr S. was not satisfied with the training received by Mr M. and more than once explained that he could not start scheduling the machines if he had not received more information from Mr M. After he explained this simple point to the CEO, he almost lost his job and was told that "there are other people out there that can do your job!". Mr S. almost left the company, but eventually decided to continue and asked help to other members of the company and understood that there were important elements missing. He had very poor tools that could not help him understand what had to be scheduled, there was no method and the MRP (Material Requirement Planning) was missing most BOMs. Without this basic information there was no way that he could receive the correct data from the MRP and start planning. Questions: 1. What is the issue? 2. What should have been done? 3. How did things go? 4. What do you think are some common communication issues?
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Related Book For
Fundamentals of Corporate Finance
ISBN: 978-0078034640
7th edition
Authors: Richard Brealey, Stewart Myers, Alan Marcus
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