Running head: E-PORTFOLIO WIZZY WATS ASSEMBLY LINE SCENARIO 1
E-Portfolio Wizzy Wats Assembly Line Scenario
Linda J. Gilbride AET/550 Performance Improvement & Management May 19, 2014 Dr. Christine Nortz E-PORTFOLIO WIZZY WATS ASSEMBLY LINE SCENARIO 2
E-Portfolio Wizzy Wats Assembly Line Scenario The Wizzy Wats management team has been experiencing frustration with the recently identified decrease in their production quotient for the first quarter. Also recognized was the substantial increase in their defective component being produced by the main assembly line team. Due to these issues, the organization has elected to hire an outside operational engineer improvement specialist consultant that will provide insights into how they can rectify the production loss and decrease their defective component challenges. The consultant will also offer recommendations to enhance overall performance and institute needed improvements within the organization based on her observations.
Consultants Observation and Interview of Performance Gap Issues: After her initial observation period of three weeks the consultant provided her discovery to the management team. These initial identifiers provided some solutions to the immediate situation and offered an implementation plan of action that would rectify her areas of challenge contributing to the key performance gap issues. The first observation that was conducted was a full overview of the machines located in the manufacturing plant to ensure that they are all in excellent working condition. After the inspection of all machinery, it was noted that all machines were in top production condition with no apparent issues that may contribute to the errors or loss of production on the assembly line. To ensure that the technicians were not a contributing factor the consultant also conducted live interviews with the machinists to determine their connection to the process. A E-PORTFOLIO WIZZY WATS ASSEMBLY LINE SCENARIO 3
timing check was also administered on the assembly line to ensure the speed of production was meeting expectation standards. When all of the machinery checked out acceptable and the machinists interview data assessed, the consultant began a study for possibility of the assembly line employees contributing factor for the loss of production and increase in the defective components. After observing the assembly line teams at work and again conducting live interviews, it was identified that the length between employee breaks was not a sufficient amount of time for the employees to rest their eyes and backs creating fatigue. Therefore these factors may possibly contribute to alertness issues in identifying defective components. It is worth noting that this could not be solidly confirmed as the sole factor for the issues at hand on the assembly line. Consultant Recommendations: The consultant offered several recommendations that she believed will rectify the issues identified above in her observation and interviewing of the Wizzy Wats manufacturing facility in respect to the assembly line area process, machines and employee team members. In accordance to the observation that the machines were in full working condition, no necessary recommendations are available for this area. In identifying the long span of time between break periods, it is recommended that fifteen minute (15 minute) break times be instituted every two and half (2 hours). This recommendation along with the immediate purchase of new ergonomically correct chairs will facilitate an optimum work environment for improved performance eliminating fatigue and increase alertness.
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Status Update: After the second quarter, the numbers were released and consistent challenges had not represented a significant improvement in the decrease in loss of production or the amount of defective components being produced in the organization. At this time, a new performance improvement consultant that specialized in the role of employees and implementation of accountability in processes was hired to reevaluate the issues and offer his insights into possible contributing factors and recommendations. New Consultants Overview of Operations: In reviewing the previous assessment provided by the first consultant it was obvious that the physical aspects of operations within the organization and production team were clearly reviewed without cause. The new consultant wanted to focus on the actual expectations, accountability and the employees of the organizations morale to see if these may be the identifiers contributing to the decreases within the production. Upon completely extensive employee survey monkey questionnaires, conducting live face to face interviews and performing live skill performance checks on the assembly line with team members the challenge was obvious. It was not the machines, the timing or the shortness of break intervals. Several key factors were clearly identified by the consultant. The contributing factors generating the performance gap were as follows; Lack of a team structure with clear leadership to drive motivation and team spirit, no incentive program individual or team oriented to create a plan to deliver based on production, and lastly no level of production accountability or expectation had been established by management to set the established E-PORTFOLIO WIZZY WATS ASSEMBLY LINE SCENARIO 5
standard of performance to meet organizational initiatives. Wizzy Wats is a small family owned business lacking in any structural guidelines of performance. The management style of CEO, Wizzy Wats Jr., is linked with the lack of leadership to drive business. Many entrepreneurs are self-motivated in their ability to achieve their personal goals but, are incapable of helping others reach or develop their own goals. Previous studies have identified motives such as need for achievement, independence, wealth, and status as reasons to start a business. (The link between societal motivation and performance; evidence from entrepreneurs, 2013, p. 623). Wats Jr. has run this small business for many years without the proper training to motivate or incentivize his employees. He neglected to create a team atmosphere based on the standard to achieve established manufacturing goals. Consultant Intervention: The consultant has determined the following areas of development to create and implement a plan of action for performance improvement; team motivation structure, team incentive plan, and establishing production expectation goals based on team orientation. The following implementation will be rolled out in a 30-60-90 day format with evaluation to take place every thirty days enabling adjustments or necessary modifications to the program ensuring optimum end results for the organization. 1) Team Motivation Plan group huddles to be held by team leaders prior to each shift to inform and update teams of the status of goal expectations. Highlight individual contributions to production goals and highlight team time improvements. E-PORTFOLIO WIZZY WATS ASSEMBLY LINE SCENARIO 6
2) Initiate Team Incentive Plan Introduce the following plans based on Quota production, Piece Rate if you fall under quota opportunity or the selection of a flat rate fee for part time team members who do not participate on a bonus plan structure. 3) Provide each team member a comprehensive communication of production expectations and goals per team member. These clearly stated guidelines offer parameters of acceptable allowed defects and timing necessary for team success. These guidelines also provide the unacceptable standards that are grounds for termination for repeated offenses.
Evaluation Plan: The 30-60-90 day standard evaluation provides the opportunity to review production, defective component standards and team incentive plans. If any adjustments or alterations to the team production strategy are necessary it offers the ability to create a new implementation strategy for success. Face to face interviews are also conducted at each stage of the plan enabling team members to express any concerns, suggestions or comments of improvement needs. Conclusion: Based on the planned intervention technique and use of the Dessinger-Moseley full scope evaluation process as explained according to Pershing (2006) The Dessinger-Moseley Full- Scope Evaluation Model provides a holistic view of full-scope evaluation as it applies to the HPT process. The concentric circles illustrate the iterative relationship among the four types of evaluation, and the overlaps suggest that integrating evaluation throughout the HPT process E-PORTFOLIO WIZZY WATS ASSEMBLY LINE SCENARIO 7
makes it possible to focus on the full range of performance improvement: inputs, processes, outputs, and outcomes. Wizzy Wats production numbers in the third quarter represent an increase in production quotas and timing along with a significant decrease in defective components being produced on the assembly line. These along with the newly established standards, expectations and accountability guidelines have provided the necessary comprehensive program for success within a highly motivated team atmosphere of achievement.
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References
Pershing. J. A. (Ed.). (2006). Handbook of human performance technology (3 rd ed.), San Francisco, CA. Pfeiffer
The link between societal motivation and performance; evidence from entrepreneurs. (2013). Journal of small business & entrepreneurship, 26(6), 623-641. University Library.