Cardiotronics, Inc. (Case Study) CLASS PREPARATION ce al 4 Hy Not and the following Cardiotronics, Inc." case Kwading the chapter, make a list of cues that you should look for wat Alegeration Make a plan to conduct tomorrow's meeting of hulle we Marion Andrews. Write in the space below your place actions What can you say to get it off to a good start and a productive Carbonics team through cach stage of Kolb's problem-solving model decrete ? Then develop a list of questions that Marion canto ad What kinds of questions would facilitate food problem solving during the yst, the priority setting stage, and so on? For example, in the visioning sagt, Mar ask: What would be the ideal situation here you sty to the team to get this meeting off to a good stan? You can for de Cardiotronics Assembly Team D Meeting Ware your facilitation questions for each stage below 1. VisioninpExploration 2 Posity Setting 3. Information Gathering Problem Definition De Making 7. Participation & Planning CARDIOTRONICS, INC. Cardiotronics, Inc. was started 17 years ago in a small New Hampshire town by two bio tinuously displays the wave pattern of the heart's function). The company originally medical engineers whose goal was to produce a quality cardiac monitor (a device that com produced customized monitors on a small scale. After five years, the owners had perfected a quality monitor that was significantly less expensive than custom monitors, and they decided to mass produce it. The company currently has just over 200 employees. It remains nominined, but the labor union in this old New England milltown has from time to time made efforts to win a unin election For the past 11 years, the company has enjoyed a strong competitive edge and has gained a reput tion for a quality product and prompt service. Recently, however, the company's top management team has been informed that a similar monitor, reputed to be equal or better quality than Cardictronics' will soon be introduced into the US market by a large Japanese electronics form. Monitor Assembly Process The cardiac monitors (excluding cables are produced in four stages In the first stage, circuit boards are produced largely by a machine process. During the second stage, the circuit boards are placed by hand on a motherboard and are connected to che anche The final step in stage 2 is the attachment of the motherboard to the base panel. In the third stage the casing is mounted by hand onto the base panel and external hardware and cables are placed. In the final stage, the monitors are tested for a week before shipping The Second Stage Assembly Task Four assembly teams are responsible for the second stage of monitor assembly, the manual assembly and the wiring of the motherboard. Each team cons of five workers operating in a U-shaped area. The motherboard is started at station 1. Each worker adds his or her circuit, connects it to the others, and passes it to the next workes. The assembly process requires some manual dexterity but is relatively easy to do Fachjob on the line is of equa) difficulty as determined by a recent industrial engineering study. The assembly arrangement for one of these teams. Team D. is as follows 244 11 OSOVING ANTV forb 237 Lee . Chris Pot Crohe Adrianom Tony From 25 No se Our Awing are the recently announced assembly team average daily production figures 0 hands hands boards De bourds Marion Andrews, Supervisor of Team D You are the new supervisor of Team D. were in the position for a month, having recently been promoted from the quality con where you worked for five years. During your second weck, you received a temo that all second-stage teams have to meet their minimum daily production rates. You formation to the team in a brief mecting but had to leave for a week of supervs- shortly thereafter. After returning from the training program, you note that the daily Desireased to 36, but your team is still 4 units below the daily minimum rate of booking into the problem you note the following: . Po cumulates at Pat Crane's station 3 where there are typically several motherboards Paris 58 years old and has been with the company for 13 years. The supervisors of trader production teams do not consider Pat acceptable for transfer. dalye monitor from your team has been rejected in the past month by quality controla leder quality record than the other teams have. serieam's assembly and test equipment is relatively new and in good working order. Team D's assembly line will be closed for 30 minutes tomorrow, and you have decided to at a meeting for Team D. How will you conduct this meeting? Use the guidelines in the Class propustion to think through what you will say. Implementation Analysis Sample Facilitation Statements and Questions for Problem Solving Problem Analysis Solution Analysis Information Gathering Idea sting Let's try to put our blases aside and How could we make this change! take an objective look at the Let's brainstorm posible solutions to situation. What do we know so the problem, but let's not evaluate for them until all the ideas have been What do we need to know before heard we can really define the problem? Who else should we talk to? What's preventing us from reaching the desired state Who would be led by the Implementation of his wution Whou commended to wody implement this solutions Who has the monks or the moslenergy to get this accomplished How can we involve them in planning the implement Situation Analysis Vistoning/Exploration Let's not discuss solutions until we thoroughly understand the problem What do you think about the situation! How do you feel about? What opportunities do you see in this situation What do you hope is the outcome Is there something else we should be looking at first? What's working welle What do we want to change! What values are involved in this situation 2 Priority Setting What's the most important problem that, if resolved, would cause other things to fall into place? Why? What do others in the organization and external stakeholders think about this? Do we all agree that this is the most important problem or opportunity Problem Definition Do we have enough information to put together a model of the problem? Can we draw a model of the problem What factors caused the problem? What are the symptoms of the problem and the results What other foctors influence these relationships? Have we identified and verified the key couse? Decision Moking Are we ready to evaluate these suggestions? What criteria should our solution meele Do these solutions got at all the couses in our problem definition Which solution would have the biggest payoff and be the easiest to implement Which of these solutions meets all the criterio? Are there any unintended consequences that might resul from this solution Planning What toks need to be done to Implement this solution and when By whom What deadlines are we facing! What contraints What potential implementation problems might orie! What should be our contingency ploni How will we monitor the progress of the implementation (Week 11) Case #5: Cardiotronics: What is the root problem in this case and what are its symptoms? If you were the new manager, how could you use your current Management Skills Fall 2019 -resources to assess the problem? What assumptions have the potential to bias your decision making process? Cardiotronics, Inc. (Case Study) CLASS PREPARATION ce al 4 Hy Not and the following Cardiotronics, Inc." case Kwading the chapter, make a list of cues that you should look for wat Alegeration Make a plan to conduct tomorrow's meeting of hulle we Marion Andrews. Write in the space below your place actions What can you say to get it off to a good start and a productive Carbonics team through cach stage of Kolb's problem-solving model decrete ? Then develop a list of questions that Marion canto ad What kinds of questions would facilitate food problem solving during the yst, the priority setting stage, and so on? For example, in the visioning sagt, Mar ask: What would be the ideal situation here you sty to the team to get this meeting off to a good stan? You can for de Cardiotronics Assembly Team D Meeting Ware your facilitation questions for each stage below 1. VisioninpExploration 2 Posity Setting 3. Information Gathering Problem Definition De Making 7. Participation & Planning CARDIOTRONICS, INC. Cardiotronics, Inc. was started 17 years ago in a small New Hampshire town by two bio tinuously displays the wave pattern of the heart's function). The company originally medical engineers whose goal was to produce a quality cardiac monitor (a device that com produced customized monitors on a small scale. After five years, the owners had perfected a quality monitor that was significantly less expensive than custom monitors, and they decided to mass produce it. The company currently has just over 200 employees. It remains nominined, but the labor union in this old New England milltown has from time to time made efforts to win a unin election For the past 11 years, the company has enjoyed a strong competitive edge and has gained a reput tion for a quality product and prompt service. Recently, however, the company's top management team has been informed that a similar monitor, reputed to be equal or better quality than Cardictronics' will soon be introduced into the US market by a large Japanese electronics form. Monitor Assembly Process The cardiac monitors (excluding cables are produced in four stages In the first stage, circuit boards are produced largely by a machine process. During the second stage, the circuit boards are placed by hand on a motherboard and are connected to che anche The final step in stage 2 is the attachment of the motherboard to the base panel. In the third stage the casing is mounted by hand onto the base panel and external hardware and cables are placed. In the final stage, the monitors are tested for a week before shipping The Second Stage Assembly Task Four assembly teams are responsible for the second stage of monitor assembly, the manual assembly and the wiring of the motherboard. Each team cons of five workers operating in a U-shaped area. The motherboard is started at station 1. Each worker adds his or her circuit, connects it to the others, and passes it to the next workes. The assembly process requires some manual dexterity but is relatively easy to do Fachjob on the line is of equa) difficulty as determined by a recent industrial engineering study. The assembly arrangement for one of these teams. Team D. is as follows 244 11 OSOVING ANTV forb 237 Lee . Chris Pot Crohe Adrianom Tony From 25 No se Our Awing are the recently announced assembly team average daily production figures 0 hands hands boards De bourds Marion Andrews, Supervisor of Team D You are the new supervisor of Team D. were in the position for a month, having recently been promoted from the quality con where you worked for five years. During your second weck, you received a temo that all second-stage teams have to meet their minimum daily production rates. You formation to the team in a brief mecting but had to leave for a week of supervs- shortly thereafter. After returning from the training program, you note that the daily Desireased to 36, but your team is still 4 units below the daily minimum rate of booking into the problem you note the following: . Po cumulates at Pat Crane's station 3 where there are typically several motherboards Paris 58 years old and has been with the company for 13 years. The supervisors of trader production teams do not consider Pat acceptable for transfer. dalye monitor from your team has been rejected in the past month by quality controla leder quality record than the other teams have. serieam's assembly and test equipment is relatively new and in good working order. Team D's assembly line will be closed for 30 minutes tomorrow, and you have decided to at a meeting for Team D. How will you conduct this meeting? Use the guidelines in the Class propustion to think through what you will say. Implementation Analysis Sample Facilitation Statements and Questions for Problem Solving Problem Analysis Solution Analysis Information Gathering Idea sting Let's try to put our blases aside and How could we make this change! take an objective look at the Let's brainstorm posible solutions to situation. What do we know so the problem, but let's not evaluate for them until all the ideas have been What do we need to know before heard we can really define the problem? Who else should we talk to? What's preventing us from reaching the desired state Who would be led by the Implementation of his wution Whou commended to wody implement this solutions Who has the monks or the moslenergy to get this accomplished How can we involve them in planning the implement Situation Analysis Vistoning/Exploration Let's not discuss solutions until we thoroughly understand the problem What do you think about the situation! How do you feel about? What opportunities do you see in this situation What do you hope is the outcome Is there something else we should be looking at first? What's working welle What do we want to change! What values are involved in this situation 2 Priority Setting What's the most important problem that, if resolved, would cause other things to fall into place? Why? What do others in the organization and external stakeholders think about this? Do we all agree that this is the most important problem or opportunity Problem Definition Do we have enough information to put together a model of the problem? Can we draw a model of the problem What factors caused the problem? What are the symptoms of the problem and the results What other foctors influence these relationships? Have we identified and verified the key couse? Decision Moking Are we ready to evaluate these suggestions? What criteria should our solution meele Do these solutions got at all the couses in our problem definition Which solution would have the biggest payoff and be the easiest to implement Which of these solutions meets all the criterio? Are there any unintended consequences that might resul from this solution Planning What toks need to be done to Implement this solution and when By whom What deadlines are we facing! What contraints What potential implementation problems might orie! What should be our contingency ploni How will we monitor the progress of the implementation (Week 11) Case #5: Cardiotronics: What is the root problem in this case and what are its symptoms? If you were the new manager, how could you use your current Management Skills Fall 2019 -resources to assess the problem? What assumptions have the potential to bias your decision making process