On account of unexpected load of materials from distributors, this results in impact on resource, space, and spares and inventory.
b. "Repair parts that are controlled by Charleston facility are out of control". Following are the outcome of analysis related to this problem area:
Absence of procedure for replacement of spares
The probability of manual handling of spares.
Lack of check, if there exists a possibility to reuse defective spares by conducting necessary rectification.
Poor inventory system used.
c. "Purchasing department is double checking and validating every single purchase request that comes from the inventory department"
Purchase procedures do not appear to exist.
Failure to adopt process of for every purchase, three vendor quotes to be obtained and compared in terms of cost, quality, delivery and payment schedule.
Lack of trust on persons raising requests for purchase
Absence of systems, that confirm replacement of spares being used.
Absence of audit mechanism, which can be one of the measures for checks and balances.
d. "Purchasing department operating a five year old EOQs (Economic Order Quantities)".
Systems used on inventory and ordering cost outdated.
Absence of technology oriented systems to meet the supply demand
Failure of being in line with new technology.
Data used, appear to be out-dated
e. "Personnel department tired of obtaining trained (or trainable), temporary workers, decided to set permanent staffing levels"
Lack of overview of the periodic surges in workload.
Poor Resources management, resulting in loss to the organization.
Absence of strong employee benefits schemes, binding employees to the organization.
IV. Conceptualized conclusions, recommended solutions:
Having identified the...
Having identified the problems with Charleston, SC operations, and further analysis of problems analyzed, what clearly has been brought to light as outcome of the analysis is lack of control on the overall "operations management".
vi. Human resource to obtain from other departments the peak workload periods, and train employees, ensuring supply on demand is available, rather than having unutilized resources on organization permanent rolls.
4. Styles: Management styles help in maintaining the entire process. Each department head should have a style in managing his team/resources/ material, which would ensure success and eliminate problems.
a. Human Resource which handles the vital aspect of resources, should introduce employee retention, employee benefit schemes, having people employed on a contract mode, where employees are ready to join keeping in mind the benefits the organizations offer.