ZCZB 6503 ORGANIZATIONAL MANAGEMENT ADVANCED BUILD-IT

CASE OVERVIEW ROLES AND EXPECTATION

2
Strathroy, Ontario a renovation project
Dan to deliver black acid-proof plastic lab units Installation crews to install the units by Saturday Project opening scheduled for Monday

Woodstock
Dan lived here

1
Windsor, Ontario Office base of Advanced Build-It (Owner Jerry Day)
Dan, owner of delivery truck with reasonable price & fast delivery track records get contract to deliver & install cabinets Optimized delivery by one trip skillfully arranged two set cabinets Two set cabinets loaded onto Dans truck by Friday 1PM for Strathroy & London destination (delivery sheet was given to him)

Univ. Heights Elementary School, London, Ontario kindergarten

Dan to deliver gray and pink cabinets by Saturday Installation crews to install cabinets by Saturday Project opening scheduled for Monday

Distance Windsor Strathroy 180km Woodstock Strathroy km Strathroy London 46km

90

CASE OVERVIEW WHAT HAPPENED?

3
Strathroy, Ontario a renovation project
Crew Supv complaint that he did not know where to install 12 gray and pink locker & sink, not in the floor plan. However, black units were installed per plan

1
Windsor, Ontario
Jerry Day, owner of Advanced Build-It received phone calls from each installation crew supervisor in early Saturday morning

Univ. Heights Elementary School, London, Ontario kindergarten

Crew Supv complaint that they did not receive the cabinets, hence they cant do anything

Distance Windsor Strathroy 180km Woodstock Strathroy 90km Strathroy London

CASE OVERVIEW WHAT JERRY DAY FOUND OUT?

Windsor, Ontario
Jerry Day, owner of Advanced Build-It felt suspicious on how two sets cabinets for 2 different destination ended up delivered to Strathroy. He then called Dan

Woodstock where Dan lived

He claimed that he had flat tire and only arrived Strathroy at 3PM Had a golf date at 5PM, hence he was rushing; he did not looked at the delivery sheets He unloaded everything at Strathroy and passed through London to Woodstock He did not notice that the cabinets were two different colors & design, blame J errys staff who failed to notifying him

Q1 : IMMEDIATE & UNDERLYING PROBLEMS

Immediate problem Cabinets belongs to Univ. Heights Elementary School kindergarten were not delivered as per schedule by Friday afternoon

Installation was supposed to take place on Saturday morning The school was supposed to hold opening ceremony on Monday

Underlying problem Dan, the owner/ truck driver who was awarded the contract to deliver cabinets to destination had not noticed or cared about details of each delivery

He did not bother to look at the delivery sheet given to him, hence he had screw things up beyond recognition

Q2 : WHO WAS IN ERRORS?

Dan, the owner/truck driver He screwed things up by wrongly delivered Univ. Heights Elementary School kindergartens cabinets to other place He had deliberately acted in hurry to clear all cabinets from his truck at Strathroy for his golf date He argued that Jerrys staff did not notify him about two different locations during loading. But it was not acceptable as he was supposed to check the delivery sheet

Q3 : IMMEDIATE PROBLEMS SOLVING

Objective To make sure that the right cabinet belongs to Univ. Heights Elementary School kindergarten (in gray & pink color) to be delivered and installed before Monday opening as required by the customer.

Action Dan has to come all the way from Woodstock to Strathroy, remove the grey & pink cabinets and deliver the items to Univ. Height Element School on that Saturday itself. Jerry will instruct the installation crew at University Height to come back on Sunday to install the cabinets Dan has to bear the second trip delivery cost and half day wages incurred for Saturdays work which did not take place.

Q4 : RATIONAL DECISION MAKING MODEL

1. DEFINE PROBLEM Lack of control and coordination - Noticing (interview workers/Dan) - Interpreting (assess Dans performance) - Incorporating (consolidate feedback) 7. FOLLOW UP AND CONTROL - Ensure loading to be done efficiently so that driver arrive destination early - Continue remind Dan on his contract expire day, no more SNAFU/FUBAR - Better coordination at loading base 6. IMPLEMENTATION - Discuss with Dan on his performance as contract driver, ask for his full commitment - Ensure staff at loading base remind driver of destination put some labels, stick on cabinets - Look for alternative driver, negotiate fees, be ready if FUBAR reccur Dan then must be terminated 5.CHOOSE AMONG ALTERNATIVES Choose the second alternative Maintain with Dan, but implement few process improvement, at the same time strongly remind Dan that contract is not renewable if same SNAFU/ FUBAR occur

2. SET GOALS
- Continue to meet customer expectation (deliver & install) - Maintain reputation (damage control)

3. SEARCH ALTERNATIVES - Consider to cancel contract with Dan outsource again considering bad reputation of this incident - Maintain Dans contract, but improve process like : - reporting upon completion of delivery & installation at each destination - improve staff / contractor communication give reminder in addition to delivery sheet - avoid commit too many project within same timing delivery, unless flawless execution warranted 4.COMPARE AND EVALUATE - Terminate contract with Dan may have some cost implication i.e termination fees, interim period may have no driver - Possibility for Dan to repeat same mistakes in future if status quo on contract