Hovey & Beard
Case Study
Hovey and Beard Company
I. Background of the study
The Hovey and Beard Company is a manufacturer of various kinds of wooden toys. Process of activities includes spraying paint on the partially assembled toys and hanging them on moving hooks which carry them through a drying oven. Staffed entirely by women, this operation is plagued by abseteeism, high staff turnover and low morale.
II. Statement of the problem What could the company do to improve morale and create a long-term sustainable productivity to the factory?
III. Objectives
• To identify improvements in labor planning particularly maintaining adequate training, support and employment or staffing levels. • To identify improvements in job design specially in motivation, incentive systems, method analysis and work environment. • Create a structured approach for a sustainable productivity.
IV. Assumptions
1. The top management’s goal is to maximize the newly re-engineered work structure of the paint shop.
- Let us assume that the engineer is expecting that the re-engineering in this department will have a significant impact to the overall process of the operation that’s why out of all the department this was given direct attention. (ex. Save idle time, continous workflow and higher productivity)
2. Lack of proper execution of business re-engineering implementation
- Key indicator is: output produced by an employee. Key indicator is used to be able to measure if the design by engineer is utilized. But after 2 months of training performance of the worker’s is lower than expected therefore the design’s purpose has not been executed properly yet or there is something lacking. (ex. speed modification of hooks, part I)
3. The management is result driven by short-term organizational goals. They conduct meetings to discuss employee problems but neglect to
Hovey and Beard Company
I. Background of the study
The Hovey and Beard Company is a manufacturer of various kinds of wooden toys. Process of activities includes spraying paint on the partially assembled toys and hanging them on moving hooks which carry them through a drying oven. Staffed entirely by women, this operation is plagued by abseteeism, high staff turnover and low morale.
II. Statement of the problem What could the company do to improve morale and create a long-term sustainable productivity to the factory?
III. Objectives
• To identify improvements in labor planning particularly maintaining adequate training, support and employment or staffing levels. • To identify improvements in job design specially in motivation, incentive systems, method analysis and work environment. • Create a structured approach for a sustainable productivity.
IV. Assumptions
1. The top management’s goal is to maximize the newly re-engineered work structure of the paint shop.
- Let us assume that the engineer is expecting that the re-engineering in this department will have a significant impact to the overall process of the operation that’s why out of all the department this was given direct attention. (ex. Save idle time, continous workflow and higher productivity)
2. Lack of proper execution of business re-engineering implementation
- Key indicator is: output produced by an employee. Key indicator is used to be able to measure if the design by engineer is utilized. But after 2 months of training performance of the worker’s is lower than expected therefore the design’s purpose has not been executed properly yet or there is something lacking. (ex. speed modification of hooks, part I)
3. The management is result driven by short-term organizational goals. They conduct meetings to discuss employee problems but neglect to