The office is not laid out properly for the staff to

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Introduction to Process Technology
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Chapter 10 / Exercise 15
Introduction to Process Technology
Thomas
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The office is not laid out properly for the staff to function as needed. The teams have grown and 7
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Introduction to Process Technology
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Chapter 10 / Exercise 15
Introduction to Process Technology
Thomas
Expert Verified
DANFOSS FIELD EXERCISEneed to be rearranged in order to maximize collaboration opportunities. Larson’s team of 10 has nine individuals setting in one space of the office, while the other one is sitting with the procurement team about 15 feet away and behind cubicle dividers. By finding a way to move individuals around to sit within their functional teams, the culture, collaboration, and efficienciesof the teams will increase, which will hopefully decrease dissatisfaction of team members.Human Resources and Job Design coupled with Intermediate and Short-term SchedulingLine workers are paid hourly, with a small yearly bonus if the company’s sales goals are met. They are also eligible for overtime when it is needed. Workers are cross-trained on as many stations as possible, which provides flexibility in staffing for all shifts and overtime. If a line is short-staffed due to illness or vacation, a cross-trained employee can be pulled from a line with excess workers to fill the holes and prevent shortages, which may translate to shortages in production.Larson hires physical therapists at least two times per year to come in and evaluate all of the workstations and the lines to provide ergonomic recommendations for workers. Each station is evaluated for weight-lifting requirements and repetitive motion specific to wrist, shoulder, or back. Rotating employees to different stations during the week is part of keeping variety in the employee’s days, but it also serves to prevent repetitive injuries.A third-party staffing company is the primary resource for staffing. This vendor has offices on the plant floor and provides all part-time and flex staff. The vendor is responsible for training and maintaining the proper amount of workers in the pool. This reduces costs of trainingand hiring for Danfoss, as most of the full-time staff are hired through this pool.Each line is measured on output per shift, day, week, month, and year. No compensation measures are tied to this output; however, if an employee continually slows a line or prevents 8
DANFOSS FIELD EXERCISEproper output, he or she will be moved to a different line or terminated. This is a team atmosphere in which everyone has a contribution. Overtime is not viewed as bad or good, rather necessary. Larson shared that some cross-trained employees feel “punished” when moved from their line to a different one. He is quick to iterate to them it is not punishment, but rather recognition of abilities.One unique area on the plant floor is the Mainstream Room. Danfoss employs local residents from an adult special needs home with physical and mental disabilities to assemble various non-time sensitive parts. For example, these employees may assemble two or three separate parts into one item for use during line assembly. Danfoss provides a social service to the local community and these individuals, while the individuals have an opportunity to be

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