Northern industries have asked you to help it resolve some problems. According to president Jim Fishers, are festering in their manufacturing plant in Springfield. Northern industries is a family owned enterprise that manufactures greeting cards and paper and plastic holiday decorations. It employees 125 people full time. During the peak production month of September and January, the company runs a second shift and adds 50 part time workers. Most of whom are females.
All orders are filled with batch runs made to customer specializations. In a period of a week, filling seventy different orders requiring different paper stock. Inks, plastics, and set ups isn’t unusual. Since these orders vary greatly in size. The company has a long term policy of giving priority to high volume customers and processing other orders on a fist come first serve basics. Half a dozen of the company’s largest customers have been doing business with Northern more than twenty years. Having been signed up by Jim Fisher’s father (now retired ) to begin your orientation to the company, fisher asked his Production Manager , Walter Beacon, to take you around the plant. Becon point out the production areas responsible for each step in the manufacture of a greeting cards, from purchasing to print to quality control to shipping. The plant is clean, but the two large printing rooms each of which is workplace for about twenty five workers are quiet noisy. Jim Fisher had agreed to take you could attend a meeting of top management to get a feel for the problems facing the company.
The president introduces you and notes the several of his managers have expressed concerns about certain problems. He says that one of these problem is that minority group worker group stick together and another recent problem is that the theft of finished products. Especially on the second shift and they had to fire a worker. Then Fisher described what he recently had read about “self-directed teams “and the success of these teams at San Diaggo Zoo and Kodak. He stated that implementing such a concept at Northern would require a lot of employee training in different functions. Such as printing, shipping, and quality control to give all employee an understanding of how their job affect those of others in the organization. He also said that flow charts would needed to track the activities of employees. From the time and order is received until the order is shipped with flow charts, a team of employees could pin point inefficiencies in the manufacturing process better than managers could. Employees could then suggest ways to manufacture cards other products more profitability. Fisher then turned to his executive team to discuss its daily business. The other present are the General Manager, Human Resources Manager, Sales Manager, Quality Control Manager, Production Manager and the Shipping and Receiving Manager. Soon an angry debate erupts between Sales Manager and Shipping and Receiving Managers. Apparently orders are not being shipped quickly enough. According to the Sales Manager and several complaints have been received from smaller customers about the quality of the product. The Shipping /Receiving Manager said that he needs more hand to do the job and that the quality of the incoming suppliers is lousy and low. While this debate continues the other managers are silent and seemingly uncomfortable. Finally one of them attempts to break up the argument with a joke. Fisher and the other men laughs loudly, and the discussion shifts to other topics.
1.1Identify the type of structure it has. Draw an organizational chart of Northern Industries showing all positions in the organization.(P 1.1)
1.1A. Identify the culture existing in Northern Industries and give explanation for its persistence in one paragraph.(P 1.1)
1.1B. After going through the structure and culture, analysis different functions, and processes carried out by these functions.(P 1.1)
1.1C.List the relationships between different functions/processes. (P 1.1)
1.2. List some of the aims, objectives and mission of Northern Industries and briefly explain the effect of each on its structure and culture. (P 1.2)
1.2A.After going through aims/objectives & functions analysis, draw a process map for any of the function. (P 1.2)
1.3. .Identify if there is a quality gateway implemented on the output of the process you had chosen in the task. (P 1.3)
Assessment Criteria covered under Task 1
P 1.1. describe the structure and culture of an organization and evaluate the inter-relationships between the different processes and functions of an organisation
P 1.2. identify the mission, aims and objectives of an organisation and analyse the effect of these on the structure and culture of the organisation
P 1.3. define the methodology to be used to map processes to the organisation’s objectives and functions and evaluate the output of the process and analyse quality gateways
You have been recently appointed by the higher management as Admissions Manager of Department of Professional Studies, Edwardes College and you are accountable for admissions process. Higher management wants the admission process to be completed in a suitable time period, admission fee and at monthly fee arranged in such a way that there is no financial distress in the college, list of students given admission in various departments should be sent to their respective departments, there should be a fool proof system implemented so that admission is given to only those who deserve. Since it is your first job as a manager and you want to prove yourself, you decide to do it by giving a road map and introducing a new process for admissions for next session. You have to follow the government and college rules taken to be as parameters.
2.1.List your objectives and aims according to the task given by higher management anddevelop a plan according to the task given by higher authority considering their effects are consistent with legal, regulatory and ethical requirement. (P 2.1)
2.2.List your aims and convert them into SMART aims (P 2.2)
2.3. Prepare a implementation plan which explain the strategic objectives into practical action(P 2.3)
2.4. Devise monitoring and control plan and operationalize it and list all the rules and regulation to be followed (P 2.4)
2.5.Implement a suitable system to achieve objectives and goals of the plan effective and efficient way considering budgets, standards of quality (P 2.5)
Assessment Criteria covered under Task 2
P 2.1. develop plans which promote goals and objectives for own area of responsibility and ensure plans are consistent with legal, regulatory and ethical requirements
P 2.2. use objectives which are specific, measurable, achievable, realistic and time-based to align people and other resources in an effective and efficient way
P 2.3. prepare and agree implementation plans which translate strategic targets into practical efficient and effective actions
P 2.4. manage work activities to prevent ineffective and inefficient deviations from the operational plan through effective monitoring and control
P 2.5. implement appropriate systems to achieve objectives and goals of the plan in the most effective and efficient way, on time and to budget and to meet organisational standards of quality
3.1. Identify the resources required by an organization for the implementation of Total Quality Management. (P3.1)
3.2. Propose a plan to set standard for the performance and evaluation of Department of Professional Studies, Edwardes College. (Scenario 2) (P3.2)
3.3. What resources will be required by the Department of Professional Studies for the implementation of your proposed plan in previous task? Highlight the elements of your plan which are going to bring continuous improvement in the system/quality culture