Analysis of a Work Order
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In this case, an order came in which required that a machine undergo setup and the operator of that machine to modify his output for an afternoon. The supervisor made the operator aware of the situation, and the operator was left to find the set-up man (who was unavailable). Unable to find either the set-up man or the worker's supervisor (who was at a meeting), the worker took it upon himself to modify the machine as he had seen done in the past and proceed with the work. Because he thought he could improve the process, the worker modified the machine differently than the set-up man would have done, but was able to improve his output. When the parts checker checked the afternoon's work, there were not more defects than are typically acceptable.The next morning, it was discovered that the work done after the parts checker approved the other work was highly defective, resulting in a large amount of rework. Upon examination, the set-up man determined that the problems were caused by the modifications that the worker had done to the machine: parts had come loose which were necessary for the work. At this point, the company must determine the appropriate action to take. Several assumptions are made in the following analysis. It is assumed, for example, that the parts checker is not able to determine, by visual inspection, whether the machine was properly set up. Another assumption that is made is that special orders are, by their nature, not frequent occurre
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be good at Toy Craft. Bert was sufficiently motivated to seek to do the best job he could, which included taking initiative in order to set up his machine to perform the task at hand. There is strong employee involvement both inside the company and outside; this is demonstrated by the foreman's participation on a Safety Committee and the set-up man's participation in the United Way charity drive. The fact that Toy Craft even has an Employee Relations Committee also indicates that the company places a strong emphasis on the participation of its workers in the internal operation of the organization.
However, there is an underlying current of avoiding responsibility that poses a threat to the motivation and attitude of employees. If an example is made of Bert and he receives severe discipline as a result of his actions, other employees will be reluctant to show similar initiative in the future. At the same time, the set-up man and parts checker are eager to blame Bert for the high level of defect while disavowing responsibility themselves. The foreman's actions are particularly discouraging and potentially damaging if he is absolved of any level of responsibility in the matter.
For these reasons, the actions that are taken need
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Approximate Word count = 2994
Approximate Pages = 12 (250 words per page)
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