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Case Study Project
Total Marks: 100
Elective – Production Management
The GM (Works) has problems with manufacturing budgets, meeting cost reduction targets, and dealing with new products manufacturing schedules. When an in depth interview (non-directive type) was conducted between the GM (Works) and the Chairman of the Company, the GM (Works) explained that many things are happening in the Company about which he is ignorant, particularly the preparation, new product integration, etc. He agrees to the view that the Company is interested in high-growth and high-profit, but he has never been given an opportunity to review his own scheme of things and explain to the top management. The production culture of the company has never been assessed whereas the stringent rules are being directed by the finance and personnel departments. And sometimes, show cause notices are being served to supervisors and senior employees. The Company is introducing new products without assessing the capability of the manufacturing system and the resources.
(a) Under the above situation, if you are asked to work as a consultant to show the perspectives to the Board of Management, what action plans would you suggest?
Answer:The Board of Management manages on behalf of the patron and is accountable to the patron and the Minister. The Board must uphold the characteristic spirit (ethos) and is accountable to the patron for so doing. The Board of Management defines the long-term goals and the strategies for the Group, its subgroups and its service companies, and sets forth the principles and directives for the resulting corporate policies. It coordinates and monitors the most important activities, defines the portfolio, develops and deploys managerial staff, allocates resources and decides on the Group’s financial steering and reporting.
The members of the Board of Management
(b) Does Business Process Re-engineering (BPR) help in situations like these?
Answer:BRP advocates in “reinventing the wheel,” i.e., this approach encourages an organization to start from scratch and work towards reinvention, thus leading to manifold improvements in performance and revenue. BPR focuses on processes where it works to redesign the strategic and value-added processes which transcend the organizational boundaries.The term ‘reengineering’ was first introduced in 1990 in a Harvard Business Review article:
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