The Facilities Maintenance Problem at Midwest University

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Table of Contents
1.0 Case Summary:2
1.1 Questions3
1.2 Recommendations.8
1.3 Conclusion.12
1.4 Islamic perspective of Operations Management.13
Works Cited13

1.0 Case Summary:
‘James Song, Ph.D. founded the International Evangelical Association in 1983 with the purpose of furthering international evangelism, world missions, and Christian education as emphasized in the Great Commission of Jesus Christ in Matthew 28 :18-20. In June 1986, Midwest University was founded, with Dr. Song as its first president. Midwest University (formerly Midwest College and Theological Seminary) began academic educational programs designed to equip persons called by Christ to serve in churches, mission fields, and Christian universities as well as public and private organizations.’ (Midwest University, 2007) Midwest university is located on a 500 acre tract of land outside St Louis, Missouri. It is home to 15000 students. Sean Allen is the facilities manager. He is responsible for maintaining all the physical facilities which comprises of 60 buildings. They are various types of buildings such as hostels, faculties, registrars, stadiums and basketball coliseums. He has under his control various semi skilled labour like electricians, carpenters, plumbers, painters, heating and air conditioning specialists etc. Sean also controls crews for cleaning facilities. Problem is that personnel respond very late to work orders. It took 5 to 10 days which made it very hard to keep abreast with problems. Sean did research using the knowledge from various workshops on continuous improvements. He found out that 85 % of the jobs were an hour’s job. 40 % were routine. He came to the conclusion that organizational structure was too bureaucratic and responded too slow to work. Next problem is transportation. The Physical Plant Offices are located centrally. Work orders are received prioritized and allocated. Scheduling was very complicated. The reason being that different teams were not made from various departments to fix problems. The scheduling and prioritizing depended on the importance of the job and location. Much lime was spent travelling. Autonomy didn’t seem to be given to the employees to make decisions. It took long to complete a job because each craft was separately allocated to do a job instead of working in a team together solving technical problems. For example making a bookshelf needed a carpenter and painter. If you make the bookshelf but do not paint it the same day it would decompose due to water vapours in the air. 5 to 10 days of lying around can seriously damage it depending on the wood. All what Sean learnt in workshops was that he should be customer oriented and be focused on processes not outputs by creating cross functional teams. The structure has to change. He had to think how to reduce travel time and efficiently allocate crafts people to the right job at the right time. Then there was the problem of implementation as to how to get the personnel support his idea. The idea is central on Lewis’s organizational change model. Then he had to measure the consequences. On top of that there would be human resource consequences such as new remuneration packages, evaluation criteria’s and recognition procedures. 1.1 Questions

Q1. How would you restructure the facilities maintenance organization at Midwest University? Since there was a problem that personnel respond very late to work orders. That is, it took 5 to 10 days which made it very hard to keep up with problems. Sean the facility manager did a research using the knowledge obtained from the various workshops on continuous improvements. He found out that 85 % of the jobs were an hour’s job. 40 % were routine. He came to the conclusion that organizational structure was too bureaucratic in a way that personnel responded too slow to work. The process of structuring human and physical resources in order to accomplish organizational objectives, involves dividing...
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