The chemical division employed 3,000 people in 1998. By 2003, there were only 600 employees. In 2004, the materials division was formed and located on the chemical division site with a landlord–tenant relationship. The materials division has grown from $50 million in 2000 to $120 million in 2004. Today, the materials division employs 350 people.
All projects originate in construction or engineering but usually are designed to support production. The engineering and construction departments have projects that span the entire organization directed by a project coordinator. The project coordinator is a line employee who is temporarily assigned to coordinate a project in his line organization in addition to performing his line responsibilities. Assignments are made by the division managers (who report to the plant manager) and are based on technical expertise. The coordinators have monitoring authority only and are not noted for being good planners or negotiators. The coordinators report to their respective line managers.
Basically, a project can start in either division with the project coordinators. The coordinators draw up a large scope of work and submit it to the project engineering group, which arranges for design contractors, depending on the size of the project. Project engineering places it on their design schedule according to priority and produces prints and specifications, and receives quotes. A construction cost estimate is then produced following 60 to 75 percent design completion. The estimate and project papers are prepared, and the project is circulated through the plant and in Chicago for approval and authorization. Following authorization, the design is completed, and materials are ordered. Following design, the project is transferred to either of two plant construction groups for construction. The project coordinators than arrange for the work to be accomplished in their areas with minimum interference from manufacturing forces. In all cases, the coordinators act as project managers and must take the usual constraints of time, money, and performance into account.
Falls Engineering has 300 projects listed for completion between 2006 and 2008. In the last two years, fewer than 10 percent of the projects were completed within time, cost, and performance constraints. Line managers find it increasingly difficult to make resource commitments because crises always seem to develop, including a number of fires.
Profits are made in manufacturing, and everyone knows it. Whenever a manufacturing crisis occurs, line managers pull resources off the projects, and, of course, the projects suffer. Project coordinators are trying, but with very little success, to put some slack onto the schedules to allow for contingencies.
The breakdown of the 300 plant projects is shown next.
Corporate realized the necessity for changing the organizational structure. A meeting was set up among the plant manager, plant executives, and corporate executives to resolve these problems once and for all. The plant manager decided to survey his employees concerning their feelings about the present organizational structure. Their comments are listed next.
After preparing alternatives and recommendations as plant manager, try to do some role-playing by putting yourself in the shoes of the corporate executives. Would you, as a corporate executive, approve the recommendation? Where does profitability, sales, return on investment, and so on enter into your decision?
As a corporate Executive I will analyse the situation and will try to approve the suitable recommendations;
For effective selection of project the company can adopt any discounted or non discounted method of project evaluation;
Project evaluation techniques like
1. Net Present Value
2. Pay back period method
3. Internal Rate of Return etc
After selection of feasible projects line managers can use effective methods of planning like,
Critical Path Method , where they can identify critical and non critical paths and can allocate time and resources accordingly.
Moreover it is important to ensure profitability, sales and return on investment
For that they can source Break Even Analysis
Where they can decide the point at which total cost and sales are equal or the point of break even or bread earning point.
If they go beyond that point they will incure only variable cost and no fixed cost, hence they can maximise their profitability.
The chemical division employed 3,000 people in 1998. By 2003, there were only 600 employees. In...
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