Training Plan
In order to alleviate the problem at Hank Kolb regarding lack of skills in operating machineries, Hank Kolb should conduct training plan appropriately. In this program, Hank Kolb must formulate the technique and procedures of handling jobs to understandable principles. Then in order to create specialized teams for specialized jobs, the formula should be detailed to meet each job scenarios. The list might be long, but to achieve proper delegation, the step is necessary.
After making sure that all the important know-how has been elaborated in the formula, the next step is to inherit the formula to someone he trust as the future trainer/trainers. IV. 2. 2 Rewards and Recognition Plan In addition to human resource plan in conducting suitable training, Hank Kolb also needs to elaborate reward program to encourage and motivate their employees to perform their assigned tasks well. The use of recognition program is known to present favorable impact in increasing employees’ performances.
Rewards, for instances, refers to prizes or compensation that a company gives to employees. Incentives refer to stimulus or something that encourage people to do something. Meanwhile, appraisals refer to estimation or assessment. In fact, the employees demand for kinds of appraisals that encourage them to perform better such as flexible working hours, encouraging teamwork and enhanced career. Another way to conduct employees’ appraisals is to provide learning and development opportunities. All the mentioned rewards or appraisals are intangible but have significant impact in encouraging employees.
IV. 3 Dealing with Machines The problem at dealing with machines is because the absence of preventive maintenance of the machine. In order to alleviate the problems of unmanaged machines, Hank Kolb must set up the regular maintenance schedule to prevent any technical proble,m that the machines may cause. IV. 3 Dealing with Suppliers The problems with supplier occur since they provide low quality works, which refers to the low quality plastic nozzle heads for the Greasex can. In order to alleviate this problem
With suppliers, there are several components that Hank Kolb should pay attention. At least, there are several components of key performance indicators for supplier assessment as following: a) competence b) courtesy c) credibility d) security e) access f) communication g) understanding the consumer (Kao-hua and Chang-chuan, 2006) V. List of Alternatives According to the case study, in general, the problems occur in Hank Kolb office is the lack of awareness about the quality that drives personnel in the company not to consider process as critical things.
This is obvious since many problems keep occurring such as the lack of putting suitable manufacturing schedule etc. In order to deal with the quality issues, there are several alternatives from the quality management point of view as following: 1. Hank Kolb should encourage their subordinate to perform a make/buy analysis to determine if they should off-load the production to another company. This idea is beneficial since it provides an opportunity to remove the problem and provide a quality product in the quantities needed.
In this scenario, the company must carefully select supplier that has the quality systems in place 2. In addition, Hank Kolb can analyze if this product fits strategically with their company’s goals and objectives. VI. Recommendation Considering the proposed alternatives, Hank should engage senior management to provide visible support for a quality philosophy that will change the attitudes across the company. Then Hank needs to start an awareness campaign that will allow people to understand the cost of poor quality and the value of good quality processes as part of this management support.
Concerning the manufacturing plants, he should assign a particular person to analyze and find out why the machine breaks down to keep the machines running. In addition, Hank should focus on the implementing a quality system such as ISO 9000 where they develop policies and processes for purchasing, design, and testing.
Reference:
Coleman, Bill. (2004). Seven Essentials for Effective Performance Management. Retrieved April 8, 2008 from http://www. salary. com/advice/layouthtmls/advl_display_nocat_Ser290_Par424. html ‘Fishbone Diagram’.2002. NCDENR. Retrieved April4, 2008 from quality. enr. state. nc. us/tools/fishbone. htm ‘Keeping Workers Motivated’. 2008. SaksNetWork. Retrieved April 4, 2008 from www. sasknetwork. ca/html/ Employers/workplace/motivating. htm ‘Overview of the Problem Solving Cycle’. 1998. The Guide to Managing Quality. Retrieved April 4, 2008 from erc. msh. org/quality/psoview. cfm YAO Kao-hua, LIU Chang-chuan. (2006). An Integrated Approach for Measuring Supply Chain Performance. Journal of Modern Accounting and Auditing. Vol. 2, No. 10
