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Assignment Solutions, Case study Answer sheets <br>Project Report and Thesis contact<br>aravind.banakar@gmail.com<br>www.mbacasestudyanswers.com<br>ARAVIND – 09901366442 – 09902787224<br><br>Essential of Management<br><br>Case Studies<br>CASE STUDY (20 Marks)<br>The Super Steels Ltd. specializes in making steel molded furniture. The MD Mr Sukhdev Singh, formed the company in 1980s with a working capital of Rs. 5 lakhs and 10 people and started with commercial pieces of furniture. Gradually, the business grew an work force was also expanded. Their man recruits and diploma holders in technical traders as assembling, etc. and workers. The staff works in teams of six people to assemble inspect and approve a piece of furniture and teams were assigned for different products. The whole of the production area was partitioned for separate teams. The teams consist of team leader, two experienced workers and rest workers either fresh or on rotation. Teams are further organized in groups and each group has leaders of team as quality team. They take charge of production, output and quality of all teams as one group, discuss and improve upon themselves. All the groups are answerable to the production manager. Around twelve months ago, Mr Singh in consultation with his old friend decided to diversify into home furniture and developed a massive restructuring. He decided to call an industry expert to advice on the process, who after study, recommended a flow-line production process for all their products. Mr Singh accepted a plan and arranged for starting out the commercial operations. To avoid a loss of production the new manufacturing layout was introduced during the summer closing down of their factory. The workers while going on leave were informed that some changes would take place and they should be ready for it. Under the flow-line process, the manufacturing of furniture piece has to be broken into 6 element to be given to a worker, who sits in line alongside a track. The finished piece of furniture is then to be carried out to the inspection department and then to the quality department. After approval it is to be sent to stores. The track contains ten team of six workers per track. Once the workers returned this new process was explained to them. They were provided basic training on new systems and were given targets for individual performance. After two months, Mr Singh realized that the absenteeism at factory increased by 20 per cent and five of their workers left the job. Since the introduction of new system though the output level rose. It is still below their estimated level. The amount of time spends by their Production and Operation manager on dealing with production and workers’ problems rose considerably. Not only that due to inadequacy and lack of knowledge among workers their wastage rose to almost 20 per cent. <br><br>Answer the following question.<br><br>Q1. Discuss the major problems faced by the organization.<br><br>Q2. How could the changes in the organization have been made more successful? Debate.<br><br>Assignment Solutions, Case study Answer sheets <br>Project Report and Thesis contact<br>aravind.banakar@gmail.com<br>www.mbacasestudyanswers.com<br>ARAVIND – 09901366442 – 09902787224<br><br><br>
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Essential of Management Dr. Aravind Banakar9901366442 – 9902787224
Essential of Management Case Studies CASE STUDY (20 Marks) The Super Steels Ltd. specializes in making steel molded furniture. The MD Mr Sukhdev Singh, formed the company in 1980s with a working capital of Rs. 5 lakhs and 10 people and started with commercial pieces of furniture. Gradually, the business grew an work force was also expanded. Their man recruits and diploma holders in technical traders as assembling, etc. and workers. The staff works in teams of six people to assemble inspect and approve a piece of furniture and teams were assigned for different products. The whole of the production area was partitioned for separate teams.
The whole of the production area was partitioned for separate teams. The teams consist of team leader, two experienced workers and rest workers either fresh or on rotation. Teams are further organized in groups and each group has leaders of team as quality team. They take charge of production, output and quality of all teams as one group, discuss and improve upon themselves. All the groups are answerable to the production manager. Around twelve months ago, Mr Singh in consultation with his old friend decided to diversify into home furniture and developed a massive restructuring. He decided to call an industry expert to advice on the process, who after study, recommended a flow-line production process for all their products. Mr Singh accepted a plan and arranged for starting out the commercial operations.
The whole of the production area was partitioned for separate teams. The teams consist of team leader, two experienced workers and rest workers either fresh or on rotation. Teams are further organized in groups and each group has leaders of team as quality team. They take charge of production, output and quality of all teams as one group, discuss and improve upon themselves. All the groups are answerable to the production manager. Around twelve months ago, Mr Singh in consultation with his old friend decided to diversify into home furniture and developed a massive restructuring. He decided to call an industry expert to advice on the process, who after study, recommended a flow-line production process for all their products. Mr Singh accepted a plan and arranged for starting out the commercial operations.
Answer the following question. Q1. Discuss the major problems faced by the organization. Q2. How could the changes in the organization have been made more successful? Debate.
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