MGF 301 Mini Case Number/TUTORIALOUTLET DOT COM MGF 301 Mini Case Number/TUTORIALOUTLET DOT COM | Page 9

lunch. Joe did admit
Paul’s door was often closed but he figured he was working on
production related issues.
Joe’s area of the factory was located quite a distance from Paul’s
section of the plant. The
machines did make quite a bit of noise also. A huge wall divided them
and there were
separate entrances that employees could use if they so chose. Joe’s
section and teams
were extremely busy and he did admit he has had little to no contact
with Paul for months
except to say hello in the beginning of the shift and at debriefing
meetings with Jim. Another week had passed since the team meeting
and more data came in from
Operation’s Information System. It all pointed toward additional
errors, shabby quality
inspections, late shipments, elevated machine breakdowns, and
increased customer
returns. Productivity dropped to less than 84% based upon standard.
Overall it did not
look good. Judy and Jim agreed to meet with Paul formally and lay
the facts out on the
table in the form of another formal performance review with yet one
last follow-up plan
to improve. THE FINAL PLAN TO GET BACK ON TARGET
Two days after they received the operations data, Judy and Jim asked
Paul if he would
join them as soon as he got his shift up and running. A little hesitant,
Paul agreed. The
three of them met in the conference room on the production floor so
they would be able
to monitor the factory just in case someone needed them. Jim began; 9
Jim: “Paul, we need to look at some of the recent numbers. They are
not good and quite
frankly I am worried. We are all worried. Well-Mart, one of our
largest customers is
about ready to pull the plug on our spring fashion line because of