Case Study Preparation and Format Use the following example for format and content for most case studies. Some cases may not fit this method and must be modified. When in doubt, consult with the instructor. Student Name Instructor Name Course Prefix and Number Course Day(s) and Time Case Name Statement of the Problem Usually in one carefully constructed sentence the problem may be stated. Search for the cause; do not state symptoms! Low quality is a symptom. Inadequate training could be the cause and thus the problem. Basic rule: Look beyond the obvious to the underlying cause of the problem. Do not make general statements such as ..... The problem in this case is poor management. Be specific. Pertinent Data List in complete sentences any information revealed in the case that supports the Problem Statement. You are looking for objective evidence. Be careful of making assumptions and judgments. Let the facts support the Problem Statement. If the facts do not support, the Problem Statement is probably incorrect! Possible Solutions State separate alternative solutions to the problem. i.e. Solution A, Solution B, Solution C. Force yourself to investigate several ways to solve the problem. Each solution should be realistic in the context of the case material. Do not present a $1,000,000 solution to a $50,000 problem. It may be possible to arrange alternatives where one or more solutions could be backups if the preferred solution encounters problems. This type of thinking or anticipation is a valuable asset in real-life situations. The Solution Indicate the solution above that seems to solve the problem best and explain why this would be the best course of action. If backup solutions are appropriate to the case, explain why and when they would be utilized. The defense/rationale for solution choice is very important. Challenge your own thinking and assumptions. Job Enlargement The manufacturing operations at Plant Y of the Crestline Corporation consist of fabricating and assembling a major consumer durable product. Traditionally the manufacturing systems have been designed and built around a typical high speed assembly line operation. As general production superintendent of the plant, Mr. Brown, who had progressed through the management ranks by following traditional management principles, must give final approval to all systems changes that will affect operations. A new design of one of the major components for the finished product has been completed by the product engineering group. The new design has been given to manufacturing engineering for implementation into the assembly line system. The manufacturing engineering group recently studied the available research about the advantages of the job enlargement principle versus the paced conveyor system in relation to providing relief from monotony and boredom on the job. Feeling that job dissatisfaction has been and continues to be an apparent problem, a new system including job enlargement elements was developed to assemble the new component along with the traditional paced conveyor system. Both systems were presented to Mr. Brown for his consideration with a recommendation that he adopt the new job enlargement design for the new component part. Mr. Brown was aware of the perceived monotony and boredom on the traditional assembly line and decided to accept the recommendation for the job enlargement system. As the production date arrived the facilities were completed and some of the production line operators were moved from the paced conveyor assembly line to the new job enlargement system. They were given a quick demonstration and told to now completely assemble the component part and stamp there work with a personalized identification stamp provided by the manufacturing engineering group. During the first week of the new system implementation output and quality was below projected performance and showed little improvement during the next month. In fact, the output was significantly below the old paced conveyor system. Mr. Brown’s supervisor in upset since output and quality is low which is necessitating excessive overtime pay to meet production delivery dates. Mr. Brown is now trying to figure out what went wrong and what course of action to take. 1 BUS200-XXA Job Enlargement Statement of Problem Without asking the production workers how they feel about working with the paced conveyor system or their job satisfaction, Mr. Brown and the manufacturing engineering group assume the production workers are bored with the paced conveyor system and introduce a new assembly process based upon job enlargement principles. Pertinent Data 1. The manufacturing engineering group recently studied the available research relative to the advantages of the job enlargement principle versus the paced conveyor system in terms of providing relief from monotony and boredom. 2. Production workers were not asked if job dissatisfaction has been a problem. 3. In attempt to resolve the perceived job dissatisfaction problem, a system with job enlargement was developed to assemble the new component along with the traditional paced conveyor system. 4. A number of operators were moved from the assembly conveyor to a new job without being told about the changes before hand or given any training to the new system. 5. As anticipated, output and quality during the first week was below expectation. However, there was no improvement during the next several weeks. In fact, the output was significantly below that of similar work at an adjacent paced conveyor operation. Possible Solutions A. Mr. Brown should communicate with the production workers and understand whether or not they feel that the paced conveyor systems are monotonous and boring and whether or not they are satisfied with their jobs. Since the new system has already been adopted, he should provide proper training to the workers and ask what they will need in order to be successful with the new system. In the long term, Mr. Brown should also ask for regular feedback from the workers about their job satisfaction and suggestions for improvement. B. Switch back to the paced conveyor system. 2 The Solution Solution A is a better solution. Mr. Brown views the paced conveyor system as monotony and boredom to the production workers based on his own perception. However, the production workers might or might not think the same way. Mr. Brown can avoid being judgmental and making wrong changes by asking the production workers directly. With effective communication, he will gain an understanding of whether the production workers want variety in their job or are just fine with what they’re doing. Since the system has already been adopted, Mr. Brown should make sure his production workers get used to the new system as quickly as possible by providing them with proper training as well as asking them what they need in order to be successful with it so that the new system doesn’t get wasted and create more burden to the operation. In the long run, Mr. Brown should ask feedback from the production workers regularly about how they feel about their jobs and any suggestions they might have for improvement as the production workers have hand-on experience with the system and their work. Their feedback and suggestions are important to the success of entire operation. 3
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