Case Study Of Clayton's Paints
Implementation of CFTS
A new North American CEO was appointed at Clayton’s Paints whom mindset is to change the way the longstanding Australian company produced paint. He established Customer First Teams (CFTS) and was certain that the implementation will improve the production process and restructure the existing workforce and production lines. CFTS members consist of recent hires to long-serving employees - from 3 days to 30 years of experience.
Positive Aspects
The implementation of CFTS may improve Clayton’s paint-production process, reducing production time of paint from 155 to 56 hours. It also aids restructuring the existing workforce and production lines. All these make the company more efficient and productive as they are able to produce …show more content…
Employees were often neglected as previously mentioned, all these implementations were too sudden and broad guidelines were given. There wasn’t anyone or rather, a leader to guide the employees through the new changes properly as they were busy keeping up with new production targets. The employees in Clayton’s Paint simply did not have sufficient time to adapt to these changes and were lost. This can also be a reason the employees were unhappy which caused them to be unwilling to use the new system.
Besides, they did not do a trial run or practice before introducing the new systems to the company to see whether the employees would accept or be able to cope with the idea of the changes. In order to achieve high-performance objectives, practices are required within each element of the infrastructure. (Evans/Lindsay 2008)
A leader which all employees can look up to and oblige is crucial in a company. According to Barnard’s Theory of Compliance, the basic requirement of an organization is the willingness to cooperate. In complying, one must “surrender” his personal preferences. (McGraw-Hill 2008) With good leadership, employees will be more willing to listen to their leaders and comply with instructions given to
A new North American CEO was appointed at Clayton’s Paints whom mindset is to change the way the longstanding Australian company produced paint. He established Customer First Teams (CFTS) and was certain that the implementation will improve the production process and restructure the existing workforce and production lines. CFTS members consist of recent hires to long-serving employees - from 3 days to 30 years of experience.
Positive Aspects
The implementation of CFTS may improve Clayton’s paint-production process, reducing production time of paint from 155 to 56 hours. It also aids restructuring the existing workforce and production lines. All these make the company more efficient and productive as they are able to produce …show more content…
Employees were often neglected as previously mentioned, all these implementations were too sudden and broad guidelines were given. There wasn’t anyone or rather, a leader to guide the employees through the new changes properly as they were busy keeping up with new production targets. The employees in Clayton’s Paint simply did not have sufficient time to adapt to these changes and were lost. This can also be a reason the employees were unhappy which caused them to be unwilling to use the new system.
Besides, they did not do a trial run or practice before introducing the new systems to the company to see whether the employees would accept or be able to cope with the idea of the changes. In order to achieve high-performance objectives, practices are required within each element of the infrastructure. (Evans/Lindsay 2008)
A leader which all employees can look up to and oblige is crucial in a company. According to Barnard’s Theory of Compliance, the basic requirement of an organization is the willingness to cooperate. In complying, one must “surrender” his personal preferences. (McGraw-Hill 2008) With good leadership, employees will be more willing to listen to their leaders and comply with instructions given to