advanced build-it rev2

8/2/2019 Advanced Build-it Rev2

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ZCZB 6503

ORGANIZATIONAL MANAGEMENT

ADVANCED BUILD-IT


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CASE OVERVIEWROLES AND EXPECTATION

Strathroy, Ontario a renovationproject

Dan to deliver black acid-proofplastic lab units

Installation crews to install the unitsby Saturday

Project opening scheduled forMonday

Univ. Heights ElementarySchool, London, Ontario kindergarten Dan to deliver gray and pink

cabinets by Saturday Installation crews to install

cabinets by Saturday Project opening scheduled for

Monday

Windsor, Ontario Officebase of Advanced Build-It(Owner Jerry Day) Dan, owner of delivery truck

with reasonable price & fastdelivery track records getcontract to deliver & installcabinets

Optimized delivery by one tripskillfully arranged two setcabinets

Two set cabinets loaded ontoDans truck by Friday 1PM for

Strathroy & London destination

(delivery sheet was given tohim)

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DistanceWindsor Strathroy180kmWoodstock Strathroy 90kmStrathroy London46km

Woodstock Dan lived

here


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CASE OVERVIEWWHAT HAPPENED?Strathroy, Ontario a renovation

project Crew Supv complaint that he did not know

where to install 12 gray and pink locker &sink, not in the floor plan. However, blackunits were installed per plan

Univ. Heights ElementarySchool, London, Ontario kindergarten Crew Supv complaint that they did

not receive the cabinets, hencethey cant do anything

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DistanceWindsor Strathroy180km

Woodstock

Strathroy90kmStrathroy London

Windsor, Ontario Jerry Day, owner of Advanced

Build-It received phone calls fromeach installation crew supervisor inearly Saturday morning

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CASE OVERVIEWWHAT JERRY DAY FOUND OUT?

Woodstock where Dan lived He claimed that he had flat tire

and only arrived Strathroy at 3PM Had a golf date at 5PM, hence he

was rushing; he did not looked atthe delivery sheets

He unloaded everything atStrathroy and passed throughLondon to Woodstock

He did not notice that thecabinets were two different colors& design, blame J errys staff whofailed to notifying him

Windsor, Ontario Jerry Day, owner of Advanced Build-It

felt suspicious on how two setscabinets for 2 different destinationended up delivered to Strathroy. Hethen called Dan

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Immediate problem Cabinets belongs to Univ. Heights Elementary School kindergarten

were not delivered as per schedule by Friday afternoon Installation was supposed to take place on Saturday morning

The school was supposed to hold opening ceremony on Monday

Underlying problem

Dan, the owner/ truck driver who was awarded the contract todeliver cabinets to destination had not noticed or cared aboutdetails of each delivery He did not bother to look at the delivery sheet given to him, hence he had screw

things up beyond recognition

Q1 : IMMEDIATE & UNDERLYING PROBLEMS


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Q2 : WHO WAS IN ERRORS?

Dan, the owner/truck driver He screwed things up by wrongly delivered Univ. Heights

Elementary School kindergartens cabinets to other place

He had deliberately acted in hurry to clear all cabinets from his truckat Strathroy for his golf date

He argued that Jerrys staff did not notify him about two different

locations during loading. But it was not acceptable as he wassupposed to check the delivery sheet


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Q3 : IMMEDIATE PROBLEMS SOLVING

ObjectiveTo make sure that the right cabinet belongs to Univ. HeightsElementary School kindergarten (in gray & pink color) to be deliveredand installed before Monday opening as required by the customer.

Action Dan has to come all the way from Woodstock to Strathroy, remove

the grey & pink cabinets and deliver the items to Univ. HeightElement School on that Saturday itself.

Jerry will instruct the installation crew at University Height to come

back on Sunday to install the cabinets Dan has to bear the second trip delivery cost and half day wages

incurred for Saturdays work which did not take place.


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Lack of control and coordination

- Noticing (interview workers/Dan)

- Interpreting (assess Dans performance)

- Incorporating (consolidate feedback)

- Continue to meet customer expectation(deliver & install)

- Maintain reputation (damage control)

- Consider to cancel contract with Dan outsource againconsidering bad reputation of this incident

- Maintain Dans contract, but improve process like :

- reporting upon completion of delivery & installationat each destination

- improve staff / contractor communication give

reminder in addition to delivery sheet- avoid commit too many project within same timingdelivery, unless flawless execution warranted

- Terminate contract with Dan may have some cost implicationi.e termination fees, interim period may have no driver

- Possibility for Dan to repeat same mistakes in future if status

quo on contract

Choose the second alternative

Maintain with Dan, but implement fewprocess improvement, at the same timestrongly remind Dan that contract is notrenewable if same SNAFU/ FUBAR occur

- Discuss with Dan on his performance ascontract driver, ask for his full commitment

- Ensure staff at loading base remind driver ofdestination put some labels, stick on cabinets

- Look for alternative driver, negotiate fees, beready if FUBAR reccur Dan then must be

terminated

- Ensure loading to be done efficiently sothat driver arrive destination early

- Continue remind Dan on his contractexpire day, no more SNAFU/FUBAR

- Better coordination at loading base

1. DEFINE PROBLEM

2. SET GOALS

3. SEARCH ALTERNATIVES

4.COMPARE AND EVALUATE

5.CHOOSE AMONG ALTERNATIVES

6. IMPLEMENTATION

7. FOLLOW UP AND CONTROL

Q4 : RATIONAL DECISION MAKING MODEL

advanced build-it rev2

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