Country : Australia
Assignment Task :

Dutton Engineering Ltd Ninon Engineering Ltd employs 600 staff in the design, manufacturing and delivery of Plastic and metal office furniture and equipment, specialist parrs for the motor car industry, and components for the aircraft industry. Some years ago, faced with ever-increasing staff, employment, manufacturing and energy costs, the company's majority shareholder and managing director, Ken Lewis, undertook a total restructuring. He organized the production crews into autonomous work reams. As well as being responsible for the output of their particular products, production crews would now sec their own targets, work schedules, and quality assurance processes. Production crews would be responsible for the attraction, recruitment and retention of new staff as and when they were required. Production crews would ensure char their own paperwork was accurate, answering directly to Mr Lewis and the board of directors in case of errors -and omissions. Production would be scaled back so as to manufacture only in response ro orders. z. 'Orders were soli required to be turned around within rimescales demanded by customers. The emphasis here was to ensure that sales teams concentrated on existing. customers, • with the purptS of generating repeat business, and on potential customers Who were reassessed as being very likely or strongly likely to place orders. Payroll was outsourced to a specialist firm. This cost the compahy a small monthly sum and prevented the need for employing up to four clerical staff to process time sheet3, shift andproductivity payments. These responsibilities were additionally handed to the produc-don crews and sales teams. • ' Staff were shifted from regulardaily patterns of work to g system Of 'annualized hours' in which staff were responsible for attending at work and being able and willing to do so ' at times of heavy workload pressures; This Was tO.ensUre that the priority of meeting dead-lines was absolute. Over the next four years, business volumes doubled. Over the four years after that, business volumes doubled again. Staff productivity bonuses averaged 5096 of total salary over the period. Additionally, faults and rejects fell by 8596. All of this was achieved in response to the increases in costs and market constraints, as . above By concentrating .on quality, value and expectations — and in particular ensuring . that staff expectations were addressed — product quality, service levels and customer  satisfaction were assured.

 

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  • Posted on : March 30th, 2019
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