INDIVIDUAL INTEGRATION OF DECISION-MAKING TOOLS 1 Individual Integration of Decision-Making Tools Alexis Ovall BSAD320-F1WW Dr. Bethany Poore July 24, 2018
INDIVIDUAL INTEGRATION OF DECISION-MAKING TOOLS 2 Individual Integration of Decision-Making Tools Introduction The Young Men’s Christian Association (YMCA) of Danville, IL is a small independent branch that offers services to people of all ages, races, social statuses, religions, genders, etc. etc. I am the Administrative Assistant, and I love my job. Serving my community at work is really something that I enjoy. We have 7 departments: Maintenance, Membership, Marketing, Youth Sports, Health & Wellness, Youth & Teen Development, and Aquatics. Each of these departments has a director, some coordinators, and part-time staff. As the Administrative Assistant, I work directly under the CEO, and very closely with each director of these departments. Because of our small numbers, each department works very closely with each other on a daily basis, and many times depend on each other to complete tasks. Over the past 18 months, there have been multiple complaints from members, board members, and staff about the building not being clean, some machines not being safe, and the pool chemicals being off. All of these problems have one common denominator: the maintenance staff are not keeping up on their job. As we noticed this problem growing over time, we have tried many times to talk with our maintenance director, Joe, about them. He tries his best to fix them, but many times its very useless and things go right back to how they were before. The biggest problem in this entire scenario is that the director lacks managerial skills, and this prevents him from holding his staff accountable and teaching them the necessary skills they need to succeed. This course has taught me many tools and techniques to research problems and their solutions. I have decided to thoroughly study the maintenance department staff, procedures, and everything that goes with it to really try and make a positive impact on the Y all together. Cause and Effect Analysis
INDIVIDUAL INTEGRATION OF DECISION-MAKING TOOLS 3 As I began looking into this department and the struggles it faces, I knew I had to start at the beginning. I knew that our building had very poor maintenance upkeep. Using the Cause and Effect technique enabled me to break many causes down into overall categories. I knew that the poor maintenance upkeep primary causes were the organization, the communication, and the people. These 3 things were tearing this department apart. As I looked deeper into the causes, I was able to consider secondary causes. For organization, the lack of equipment is a growing problem. There are no working walkie-talkies in the building. In the basement, which is where all the maintenance closets and the office is, has no cell phone service, and the Y has no speaker system. If there is a mess or an emergency, it is almost impossible to quickly find a maintenance person if they are not outside or by the front desk. This causes major headaches and chaos when someone needs a big mess
You've reached the end of your free preview.
Want to read all 22 pages?
- Fall '12
- Decision Making, Decision engineering