Management Case Study
The copier rehabilitation facility near Charleston, South Carolina initial assessment regarding the functional operation exposed copiers arriving at irregular intervals presented a disorganized process. The procedure for an efficient organization is a streamlined process to receiving and sending out materials. The core responsibility for the senior management team is to provide guidelines that detect the most appropriate model, time, quantity, and location to send copiers appropriately. The irregular intervals created an unstable work environment in order to meet and accomplish the corporation goals. The detailed guidelines for accepting the copies on specified criteria’s provides the functional organizational structure to conduct procedures effectively (Haritz-Menne, 2004).
The rehabilitated copiers are able to filter through to the correct personnel in order for a correct assessment of the product. In doing so, the department can address any identified issues with the copiers and direct accordingly. The copier facility primary objective is the obtainment of copiers for assessment in order to manage the next phase towards speedy processing. Therefore, the implementation of procedural steps to assure the acceptance and processing the product for better management of resources provides empowerment to the employees of understanding the importance to streamlining the process.
The distributors can benefit from the initial implementation of a streamlined processing of guidelines related to inventory management that benefits all parties. The accumulating copiers at their locations until they physically run out of room then ship the entire quantity creates an overload of inventory. Therefore, a specific guideline measure is needed to reroute copiers to facilities that are able to account for processing such copiers. The approach taken can assure the proper processing for better efficiency. Once the new streamlined plan is enforced the ability to identity the number of copiers available compared to the actual needed staff employees benefits the management objective for efficiency. These results can assist in determining effectively saving money on hiring or lay off of personnel that are within balance to managing the inventories.
In addition, the repair parts that are controlled by the Charleston Facility are currently out of control and needs to immediately coordinate the overload of copiers at the distribution center. The focus is on certain copiers that need to be centralized in order to being identified when parts are needed. The communication model should be put in place that business units utilize resources to facilitate appropriately (Thill and Bovee, 2007). The overload of copiers can be broken up to centralize into a group that is specifically related to the model. In doing so, the repair parts can be better managed for having the right parts on hand or pulling from the overloaded center.
The purchasing department will automatically benefit from the new streamlined processing by limiting the overspending and under-spending that occurs when a miss-management exists. The purchasing activities are to be structured that the communication model is in placed to facilitate inventory increases and decreases. Furthermore, a checklist needs to be filled out by the purchasing department and signed off by management as well as the other correlating departments to establish trust. This method will prove to assist in the goal of the corporation to managing the operations that ensures proper business activities.
The purchasing department will conduct biweekly meetings with corresponding business unit’s mention to facilitate a productive follow-up approach. The meetings provide an encouraging opportunity to reduce costs and hours wasted on redundancy that can be utilized someplace else within the corporation. The savings can be redirected to upgrade the purchasing department EOQs (Economic Order Quantities) that will contribute to better managing the department. A reassessment on a quarterly basis can provide a confirmation that the biweekly meetings are working to the satisfactory standards of the company. The restructuring in the processing outlines the fundamental necessity to motivating employees and business associates willingness for continuing the procedures to reach company initiatives (Vaughn, 2007).
With the new streamlined process in the needed areas, the hiring practices need a refocus effort to reducing unnecessary staff members. The personnel department contributed to staffing permanent employees to handle the periodic surges in workload created an imbalance of effectively managing the operations. This measure demonstrates poor strategy in streamlining the workforce to succeed in meeting the company goals. The management team must identify core deliverables and needed staff to complete in an hourly basis. For instance, the employee needs to process deliverables 2.5 an hour, therefore, eliminating the extra staff and saving resources.
The management team demonstrates a non-proactive approach to improving the conditions of the organization, the directive for the leadership to enforce a standard of processing in areas that affects the financial standing of the company. The need for a communication model that is mandatory amongst employees and business associations reinforces the restructured processing standards. Consequently, the personnel department implementing a database for tracking the number of staff employees is needed to complete deliverables. In addition, a constant update of the findings by the personnel department by reporting to the leadership team, in order to streamline the workforce. Therefore, the management team will have the resources and time to focus on new initiatives for the corporation.
Vaughn, Robert (2007). Decision Making and Problem Solving in Management. Crown Custom Publishing; 3rd edition
Bottom of Form
Haritz-Menne, Angelika (2004). Business Processes: An Archival Science Approach to Collaborative Decision Making, Records, and Knowledge Management
Thill, John V. & Bovee, Courtland L. (2007). Excellence in Business Communication, Seventh Edition, Pearson, Prentice Hall