Case Study Of Acetate Department

1473 Words 6 Pages
Register to read the introduction… The Analysis will be used in order to identify the problems that hinder the new system in the Acetate Department to …show more content…
Indicators New System
Strong, adaptive corporate culture and positive work climate Yes
Operational efficiency, minimal resources to achieve outcomes. Yes
Undistorted horizontal and vertical communication No
Growth and development of employees No

*Employees were not informed and consulted about the changes in the department’s system. There was no shared planning. Employees tend to resist to the changes, thus, there was no appreciation and proper application of the new system.

 With the analysis of the new system's effectiveness using the 3 approaches, the new system is found to be currently ineffective.

Alternative Courses of Action

1. Go back to the unfreezing stage of the New Acetate Department System

- Will be able to clarify expectations with employees
- Will open horizontal and vertical communication
- Will give employees more time for training and orientation to the new system
- Will eliminate judgmental errors by operators
- Will achieve zero absenteeism
- Will increase actual output/productivity

- Time consuming
- Interruption on operations
- Additional costs for
…show more content…
There will be an assistant operator which will be in charge in case the group leader will attend a meeting or will be out of the office. He has an authority also.

All members should be flexible with the tasks for them to be knowledgeable of the process. Every member should engage in cleaning the area.

When: After the meeting and agreement with the employees
Resources: Maintenance and Operating Expenses (MOE)

3. Briefing of tasks and roles

Incentives to employees with perfect attendance will reinforce the acetate department in making the new system effective. This signifies the participation and commitment of employees to the new system

Delegation of roles and tasks should be supplemented by proper trainings and collaterals, as to introduce their part in the new system. Roles should be clear among employees to avoid judgmental errors.

When: After the meeting and agreement with the employees
Resources: Cost for training, Cost for incentives and collaterals (handbooks)

4. Assessment of effectiveness of the new system

After the first three steps are taken into consideration, assessment of effectiveness of the new system can be seen through actual production

Related Documents