Case Study: Caliber Bar Code Company Caliber Bar Code company manufactures a high volume bar code printer that is sold all over the world. Calibers U.S. production facility is located at Boise, Idaho, and serves all of the Americas and East Asia. Ben Sharma is the new plant manager at the Boise plant and is now confronted with a problem left from his predecessor -- low productivity within the shell finishing operation. This operation removes the excess plastic material from the outer shell of the bar code printers so that the units can be properly assembled. It is imperative to increase the output of this operation because it is the bottleneck operation for the entire assembly line of the plant. In fact, the shell finishing operations present production level is 25% below the capacity of all other operations on the assembly line and the plants production level is inadequate to satisfy the demand of its customers. 12 workers per shift do this operation. In the distant past, the operation was totally manual and the workers pay was based on the number of pieces produced by the group per shift. About a year ago, some machines were installed aimed at increasing the plant capacity. It was estimated at that time the production level would be increased by 30%. Number of workers were reduced according to plan in line with the machines installed, and the production level did increase but only by 10%. About 3 months ago, when Sharma took over, one of his first duty was to negotiate with the union representatives concerning incentive pay system of the shell finishing operation and the negotiations went well and all parties seemed satisfied with the outcome. Mr. Sharma thought that the change in pay system would trigger the higher production levels in the shell finishing operation but the output remained below that of the other operation. On further probing with the union steward M/s. Phyllis, she indicated that the working relations between the former plant manager and the workers had been strained. She seemed open and cooperative and not a trouble maker as described by the previous plant manager. Mr. Sharma spoke plainly to the group The plant is in trouble in terms of profits. We cannot produce enough products to satisfy our customers, and they are beginning to turn to our competitors. The main cause is the difficulty in the shell finishing operation. Time study indicate that we should be able to get another 25 % production per shift with just a fair days work for a fair days pay. Cant we work together to get the production level of company up?. If I can assist in any way, my door is open. Tell me your needs and well get going . No immediate response came from the workers, but during the next couple of weeks, several works contacted Mr. Sharma. Timothy Grubbs walked into Mr. Sharmas office and said that the shell finishing room was so hot the employees were uncomfortable working. 2 or 3 fans would solve the problem. Hashem walked up to Mr. Sharma and showed his hands. His fingernails were torn and broken and his hands had several scratches and scrapes. He said that the new machines were chewing up the workers hands. He felt that the new type of gloves would solve the problem. Toya Banks came in to Mr. Sharmas room and asked him to come to the shop floor. She indicated that the sun glared directly into the workers eyes during the afternoons and created disturbance, Can the management fix a sunshade or blind? Phyllis, the union steward, entered Mr. Sharmas office and asked if he would support a plantwide Christmas party.