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1) The consultant would not have approached the problem the same way as an internal operations manager because the company lacked integration between its sales, procurement, and production departments and employees resisted change.
2) In assessing Maria Chen's performance, she did not meet the engagement objectives, did not work closely enough with the internal team, focused on quantitative analysis before qualitative process review, and did not communicate well with the client or internal team.
3) To improve, Chen should have involved her seniors more, clearly communicated objectives and approach to stakeholders, identified problems by interviewing clients before modeling, worked more closely with the internal team, and proposed quicker solutions.
1) The consultant would not have approached the problem the same way as an internal operations manager because the company lacked integration between its sales, procurement, and production departments and employees resisted change.
2) In assessing Maria Chen's performance, she did not meet the engagement objectives, did not work closely enough with the internal team, focused on quantitative analysis before qualitative process review, and did not communicate well with the client or internal team.
3) To improve, Chen should have involved her seniors more, clearly communicated objectives and approach to stakeholders, identified problems by interviewing clients before modeling, worked more closely with the internal team, and proposed quicker solutions.
1) The consultant would not have approached the problem the same way as an internal operations manager because the company lacked integration between its sales, procurement, and production departments and employees resisted change.
2) In assessing Maria Chen's performance, she did not meet the engagement objectives, did not work closely enough with the internal team, focused on quantitative analysis before qualitative process review, and did not communicate well with the client or internal team.
3) To improve, Chen should have involved her seniors more, clearly communicated objectives and approach to stakeholders, identified problems by interviewing clients before modeling, worked more closely with the internal team, and proposed quicker solutions.
have approached the improvement problem in the same way as an Internal operations manager? NO we as an external consultant would not have approached the problem in the same way as an internal operations manager as : 1. The company as a whole was decentralized. The Sales, Procurement and production department were not integrated and the processes were not in place. Since the company adapted direct sales and gave more importance to the same, it faced challenges in inventory management 2. The employees faced computer mistrust and did work manually adding to the lack of integration in the departments 3. Most of the employees had been with this organization for over a decade and hence were against change. Also the shop floor manager was under the assumption that processes were in place
Q 2 - What is your assessment of Maria
Chens performance? In our view, Maria Chen has not delivered to the client due to the following 1. The engagement objectives as per the team were different than her objectives 2. She did not work closely with Rohan and his team, when they needed to, due to the nature of the work 3. Dived into spreadsheet modeling based on quantitative analysis rather than focusing on the nature of the engagement. (should have done a qualitative review of Processes before this step) 4. Did not communicate often with the client or even Deloittes internal team 5. The Factory floor recommendations are generally difficult to implement and that too to see results in the12 weeks window
Q 3-What should Chen do differently, if any,
in your view? Had we been , Maria Chen we would have considered the following 1. Considering this is first client facing engagement, would have kept my seniors in the loop more often regarding the framework and approach to be used 2. Would have had a clear understanding with the stake holders regarding the objective of the engagement and clearly communicated a step by step process with the client (considering this is the first engagement of the client with a MC firm) 3. Would have first identified the problem by interviewing key members of the client side, analyzing process maps and then probably proposing to build a spread sheet model 4. Would have worked closely with Rohans team due to inter dependence of work 5. Would have identified the problem and proposed the quickest solution to the client / Deloitte team (not the shop floor re-design