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1. How did Steve Heller define the problem describe in this case? How did Pam LaBlanc define the problem? How did the problem definition affect the way these two people initially solved the problem? Steve define the problem as the Costco cashiers were not being productive. Detailing the cashier process was making the checkout counter moved more slowly according to Costco’s standard. Steve wants ideas in making the checkout move more swiftly. LaBlanc defined the problem as assistance needs to be more involved in the training of the employee. LaBlanc wanted the feeling of contributing as a team or team involvement. LaBlac generated the ideas and Heller implemented those ideas. 2. What advantages and disadvantages of group decision making does
Tanglewood was founded in 1975 by a pair of best friends. Today they have expanded well beyond their dreams and own 243 store fronts while offering online business as well. With expansion in brick and mortar and online business, Tanglewood needs to stay on top of their operations and strategic decisions for staffing levels to maintain quality and keeping their customer service top notch. Their current deficiencies within the company such as a weak Human Resource department and staffing environments being pretty much individually driven, Tanglewood must make some slight adjustments strategically to keep operational changes to a minimum, unless needed versus changing them each time a department or employee voices a suggestion. (pg 6-7, Tanglewood
A coordination problem is when one has a task to perform in a specific sequence. Time is limited and there are multiple shifting components in this task. It is important to perform efficiently to avoid frustration and confusion. One will most likely face a coordination problem when in command of a large business or troops. Comparing buying a coffee to deploying troops, Stanley Fish believes that “these days” people face a coordination problem when buying a cup of coffee. In his article “Getting Coffee is Hard to Do,” Fish argues that buying coffee in the past was a better experience than today’s.
The Goal is a story about overcoming manufacturing problems that is told through the eyes of a plant manager, Alex Rojo. Alex arrives to work one morning only to discover the division vice-president, Bill Peach, showed up unannounced to see the status of a specific customer order number, discovered the order was incomplete, barked orders at employees to assemble the products, and finally informed Mr. Rojo he has only three months to improve his plant's performance before it's closed because the plant cannot get orders out the door on time. In fact, the order Bill investigated was already seven weeks late and the product not even assembled. After Bill departs, Alex heads to the floor to discover Bill's unexpected arrival has created more problems. The master machinest Bill yelled at before Mr. Rojo arrived quit but only after setting up a machine to complete the seven-week-late order that Bill demanded be shipped out today. The machinest, however, forgot to tighten two adjustment nuts on the machine so several parts must be scrapped, but even worse is that the machine, which just so happens to be the only one of its kind in the plant, is broken.
The second idea presented is ‘Play.’ Mary Jane learned that the employees on the Third Floor should be able to have fun and relax but still conduct business in the proper manor. The third idea is called ‘Make Their Day.’ This idea focuses on making the customer, whether internal or external, remember their experience with the employees. The final change presented is ‘Be Present.’ Focusing on paying attention to customers and each other are the main focuses of this change. ‘Being Present’ provides the customers with the full attention of the employee to ensure the best service possible.
Organizations are constantly faced with finding solutions to their problems. Often times they demand training to act as a quick fix to their problems; thus, trainers need to make needs assessment an essential part of their instructional design process. Otherwise, according to Zemke (1998), trainers "could very well end up doing a marvelous job of solving the wrong problems". Therefore, the trainer's challenge is to find the problem and to understand it sufficiently so that it can be solved (Rossett, 1987).
Don Bradish was recently hired to fix scheduling issues with the new company in which he works, The Fitzgerald Machine Company. There are a few relevant facts that were given in this case study. The first and foremost fact is Mr. Bradish was hired because the company is having issue with their scheduling. This is important because he comes in with a relevant degree and years of experience with a reputable company. He is going to be looked for to find a solution to the issue outlined in the case study. The second relevant fact in the case study is that the company that The Fitzgerald Machine Company is working with is having labor issues. This is considerable because the $300,000 order is a considerably large
Using the five tools: Fishbone, SWOT, PESTEL, Force-field and the Sociogram, the diagnostics reveal that the common issue amongst them was a lack of communication and clarity of what needed to be done. Internally, the organization needed to realign its mission, goals and values with its employees, as none of them understood what was required of them. It was very expensive to have the workers sitting around with no productivity when the managers had a meeting with each other (K. Vincent, personal communication notes, January 28, 2016). Each time there was miscommunication and clarification was required, there was room for mistakes and loss in productivity. The workers were dissatisfied and demotivated during the building process, as they did not feel respected in their roles. The workers were also unsure of their responsibilities, as the managers were unclear of the building process to begin with. The CEO only made decisions but
Analyze the problem - identify the root causes of the problem and use charts and diagrams as needed.
This training will be completed in two parts. The objective of part one of the training is to train the selected employee on team leader procedures in order to serve as an alternate subject matter expert in the customer service department. The training prerequisites include the restructuring of the department to include a team leader position as well as having an employee selected that accepted the position. The training is on the job training, and will be completed by the sales department supervisor, the shipping department supervisor, the assembly department supervisor and Mary. The team leader will already have knowledge of Binz Inc. operations, and will spend a combination of 40 hours working in each department to become a company subject matter expert. A 90-day evaluation will be completed by Mary to evaluate whether or not the team leader has been an effective position within the customer service
The situation faced by the customer service team is due to the lack of employee motivation. Motivation in a team is essential, as it affects the productivity and the performance of the team. It shall be the manager’s duty to motivate his employees so as they work towards achieving the organizational goals (Lim , Chua, Usa, & Richard, 2015).
..., MA, (2003, December) People Management, Ten tips for team success, pp. 40 â?? 54
...during the training program towards the growth in productivity, profitability and levels of personal customer care in the company.
Effective problem solving skills helps individuals to identify, analyze and access the alternative solutions to the problem. It would also help the teams to work more efficiently with co-workers, customers and management. Trained individuals will be provided with the skills to be able to solve problems more constructively, thus becoming a more valuable team player to the organization. This would stimulate employees to work more efficiently with co-workers, customers, partners and vendors in whatever job they find themselves in. Employees would also learn to use resources within the organization to resolve issues in a constructive manner, with the mindset that the company comes first at all times.
Problems: The current employees in the company need to be provided with training and strict levels of assessments. The employees have shown a very low level of communication within the groups. There is also a lack of uniformity and consistency among the employees and the subculture jargons and ways of work are included which has lead to the processes becoming slower and lengthier.
SEIIC relies on the knowledge and skills of its employees to be successful. Without its human capital. The company has little to offer its customers. SEIIC has been having trouble in meeting customer service expectations and is experiencing problems with retaining some of its most valuable employees. SEIIC must evaluate training and development, performance and career management to retain employees, and improve customer satisfaction.