fitzburg tire company_group 304
TRANSCRIPT
FITZBURG TIRE COMPANYABOURMAD Lola
BOURDEAU Clara
Summer 1996
Spring 1997
MailsMeetings
Phone callsMemos
FITZBURG TIRE COMPANY, Philadelphia, USA
Ann Block, V.P., Overseas Operations
FITZBURG TIRE COMPANY, Cuernavaca, MEXICO
Max Bierman, General Construction Manager
John Perkins, Engineer and Max’s Assistant
Leopoldo Sânchez Garcia, Chief Engineer Miguel Munoz, Subcontractor
OVERVIEW
EXISTING SITUATION
ADVANTAGES
Good communication with regular memos and reports
DISADVANTAGES
Mr. Bierman and Mr. Perkins do not speak Spanish
Mr. Bierman does not listen to Mr. Sanchez’s advice
Mr. Bierman can be disrespectful towards Mr. Sânchez
COMMUNICATION
EXISTING SITUATION
ADVANTAGES DISADVANTAGES
INTERCULTURAL DIFFERENCES
Vision of the problems encountered
Vision of the relationship with employees and partners
Importance of timing (US) and quality (Mexican)
EXISTING SITUATION
ADVANTAGES
Mr. Sânchez has a 30 year-experience building plants in Mexico and Latin America
DISADVANTAGES
Mr. Bierman does not have any experience outside the USA
Mr. Bierman takes decisions following his own opinion
Hostile behavior towards Mexican workers (blame, ultimatum, siesta)
MANAGEMENT
EXISTING SITUATION
ADVANTAGES
Capability to evolve (young engineers, subcontractors)
DISADVANTAGES
Have recourse to too many subcontractors
Need of a bigger workforce for the construction to be done on time
PRODUCTION
STATEMENT OF
PROBLEMSHOW TO IMPROVE THE MANAGEMENT OF THE
PLANT’S CONSTRUCTION IN TERMS OF COSTS,
DELAYS AND WORKFORCE WHILE KEEPING A GOOD
RELATIONSHIP BETWEEN THE MEXICAN PLANT AND
THE AMERICIAN HEAD OFFICE.
#1 Status quo: Following Mr. Bierman’s instructions
+ No over cost, productivity increased and additional supervision
- Communication problems between Mr. Sânchez and Mr. Bierman, Mr. Perkins perceived as a “watchdog”, hostility and ultimatum
#2 Following Mr. Bierman’s instructions without Mr. Perkins supervising workers
+ No over cost and productivity increased
- Communication problems between Mr. Sânchez and Mr. Bierman, hostility and ultimatum
OPTIONS#1
#2
#3 Following Mr. Sânchez’ instructions
+ Better communication between Mr. Sânchez and Mr. Bierman, speed up construction and additional supervision
- Over cost, productivity not increased (siesta time)
#4 Replacing the General Construction Manager
+ Better communication and understanding between Mr. Sânchez and the General Construction Manager, speed up construction and additional supervision
- Over cost, productivity not increased (siesta time)
OPTIONS#3
#4
#5 Radical change: Stopping the construction of the plant in Mexico
+ No more over cost and no more loss of money
- Loss for the company, unemployment of Mexican workers, breach of contracts with subcontractors and bad advertising for the company
OPTIONS
#5
DEBATE