The Case of Littleton Manufacturing
The Case of Littleton Manufacturing
Executive Summary
Littleton Manufacturing is …. For years, they have been able to capitalize on synergy between the Information Technology group and other departments and look to continue that trend with the deployment of a new paperless job posting system. A similar transition to paperless in their purchasing group has saved the company millions of dollars, so digitizing another manual paper process seemed like a sure bet. However, a recent change at top executive leadership threatens to derail the project. This analysis is based on information provided on the article and some reasonable assumptions made by the reader. It is divided into sections for each of the identified key problems and within those sections, situational facts, cause - effects, opportunities, and recommendations are presented.
Key Characters
Paul Winslow, Director of Human Resources at Littleton Manufacturing, has been with the organization for several years and is currently wrestling with how to best deal with six identified problems at Littleton. Bill Larson, Plant Manager of Littleton Manufacturing, has been in his role for the past seven years. He’s a former Army officer and farmer. He considers himself a people person, but someone who holds his employees accountable. Dan Gordon, Fabrication Manufacturing Manager, has been with Littleton Manufacturing for fifteen years and runs his operation with a firm hand and strict rules. Phil Hanson, Components Manufacturing Manager, has been with Littleton Manufacturing for seven years and has worked his way up to his current position from materials manager.
Organizational Facts Brooks Industries, the second largest producer of domestic appliances in the United States, acquired Littleton Manufacturing in 1942. Forty-one years later, in 1983, Brooks also purchased Fruhling, Inc which brought a new components manufacturing business to Littleton. To support the new business, the workforce of Littleton
Executive Summary
Littleton Manufacturing is …. For years, they have been able to capitalize on synergy between the Information Technology group and other departments and look to continue that trend with the deployment of a new paperless job posting system. A similar transition to paperless in their purchasing group has saved the company millions of dollars, so digitizing another manual paper process seemed like a sure bet. However, a recent change at top executive leadership threatens to derail the project. This analysis is based on information provided on the article and some reasonable assumptions made by the reader. It is divided into sections for each of the identified key problems and within those sections, situational facts, cause - effects, opportunities, and recommendations are presented.
Key Characters
Paul Winslow, Director of Human Resources at Littleton Manufacturing, has been with the organization for several years and is currently wrestling with how to best deal with six identified problems at Littleton. Bill Larson, Plant Manager of Littleton Manufacturing, has been in his role for the past seven years. He’s a former Army officer and farmer. He considers himself a people person, but someone who holds his employees accountable. Dan Gordon, Fabrication Manufacturing Manager, has been with Littleton Manufacturing for fifteen years and runs his operation with a firm hand and strict rules. Phil Hanson, Components Manufacturing Manager, has been with Littleton Manufacturing for seven years and has worked his way up to his current position from materials manager.
Organizational Facts Brooks Industries, the second largest producer of domestic appliances in the United States, acquired Littleton Manufacturing in 1942. Forty-one years later, in 1983, Brooks also purchased Fruhling, Inc which brought a new components manufacturing business to Littleton. To support the new business, the workforce of Littleton
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