The best consultant to fix issue number one is Frederick Taylor who is credited with creating the scientific management movement (Lumen, n.d.). Since Taylor's work focused on how a process could be implemented to improve productivity he could make significant changes that would improve the manufacturing functions at Smithfield. Varnish and dye experts would be placed into direct roles and provided training on how to do their respective tasks. This would help train the current worker to maximize efficiency and allow any future employees to seamless integrate into the company without changing production quality.

2. Production Schedule is a Mess

Henry Gantt was instrumental in developing methods to track production timelines. Therefore, he would be an ideal consultant to improve the production schedule at Smithfield. Currently, there is no method to track which projects should be conducted in which order. By using Gantt's method, the entire production process can be outlined, tracked and adjusted as necessary. This would improve the company in multiple ways. For example, the Gantt chart would identify the exact sequence of tasks which would help all departments understand their roles in production. Additionally, the chart would help monitoring timelines and assist in identifying ways in which projects could be combined at certain points or when the same projects can have portions completed independently.

3. Lumberjack Disagreement Methods To Cut Trees/Load Boat

Since each lumberjack believes their method is the most effective, Frank and Lillian Gilbreth's time and motion studies could put this argument to rest. The Gilbreths would break up tasks into discrete elements and movements to study the most efficient workflow for a particular job (Lumen, n.d.). By using Gilbreth as a consultant for the lumber jacks, video recordings could analyze the best method for felling trees. Additionally, the Gilbreth method of timing particular events would provide insight into the most efficient way to get the trees to the mill - boat or truck. Having data to show the lumberjacks will prevent further argument about which method is best.

5. Lack of Formal Rules/Record-Keeping Processes

Since the company has grown into a large organization, some effort needs to be put into management duties. Henri Fayol and his administrative theory could solve many of these issues at Smithfield. Most of the employees work independently and there is no formal structure. By hiring Fayol as a consultant, each of the four functions of management can improve the formal rules/record-keeping process and ultimately the organization as a whole. For example, the functions of command and coordinate would require that personnel be selected for management positions who can provide oversight and lead others in the production process while communicating with other divisions to keep the process smooth.

Question

Do you agree or disagree please explain? why or why not?