Case 9: The R&D Problem (consider reviewing chapters 16 & 17)

Date: July 1, 2012; 12:30 PM

After the big igniter problem, the company is still reeling. The ramifications were severe; they lost several big customers over it, along with creating a huge amount of scrap. To make matters worse, they were not able to recoup their payment from TriTech because the igniters were delivered as they had been designedit was their own fault, not TriTechs. After a few weeks, purchasers were able to find replacement parts, but delivery took several weeks, and at significant cost. During that time, Patrick had hourly employees take a two week unpaid leave. After employees were asked to return, productivity was lowpresumably because morale was low after the forced leave, and they were likely performing a work slow-down that was not sanctioned by the union. After what they have been though, Bills cannot afford to have poor productivity nowall of the gains made between March and May were wiped out with the igniter snafu.

Answer the following questions:

1. First, describe your gut reaction to this situation. What do you think?

2. What can Patrick do to improve productivity? What types of leadership would be most appropriate? Use the information from Chapter 16 to answer this question.

3. How can this situation be applied to the materials in chapter 17? Be specific.

4. Based upon what you have learned from the text, what recommendations do you have for Patrick. Be specific.

   Case 9: The R&D Problem (consider reviewing chapters 16 & 17)

   Date: July 1, 2012; 12:30 PM

   After the big igniter problem, the company is still reeling. The ramifications were severe; they lost several big customers over it, along with creating a huge amount of scrap. To make matters worse, they were not able to recoup their payment from TriTech because the igniters were delivered as they had been designedit was their own fault, not TriTechs. After a few weeks, purchasers were able to find replacement parts, but delivery took several weeks, and at significant cost. During that time, Patrick had hourly employees take a two week unpaid leave. After employees were asked to return, productivity was lowpresumably because morale was low after the forced leave, and they were likely performing a work slow-down that was not sanctioned by the union. After what they have been though, Bills cannot afford to have poor productivity nowall of the gains made between March and May were wiped out with the igniter snafu.

   Answer the following questions:

5. First, describe your gut reaction to this situation. What do you think?

6. What can Patrick do to improve productivity? What types of leadership would be most appropriate? Use the information from Chapter 16 to answer this question.

7. How can this situation be applied to the materials in chapter 17? Be specific.

8. Based upon what you have learned from the text, what recommendations do you have for Patrick. Be specific.