from all areas of the factory as part of the project team. The project team then took their ideas and conclusions back to their work colleagues. This allowed the teams to measure their success in meeting targets through costs and through quality of the products, strengthened team morale and helped employees take pride in their work.
6 Assessment Version 1.0 The business grew quickly and by 2011 had 15 full time employees and the management team were looking for ways to grow. Suzy knew that an extensive marketing/sales input was required but the main constraint was her contribution to creating chocolates which still remained her top priority. The business was growing and it was now difficult for Suzy to be involved in every aspect of the business as this was draining her mentally and physically. However she still insisted in being involved in the creation of new chocolate products. Leon resented decisions being taken by Suzy which impacted on the creation of new chocolate products. He called them ‘weekend decisions’ and felt excluded from the thought processes that led to Suzy’s decisions in this regard. This led to a drop in his morale and motivation which in turn had an impact on the creative team he led. Leon then allowed his team to follow Suzy’s instructions and led to him only doing what he was told to do by Suzy. Leon’s lack of input was noticeable to his colleagues and he began to consider leaving the company. Previously Suzy had identified the exclusive hotels in Ayrshire and the Scottish Borders as a market that J.O.C. could exploit. Their products were unique and gave them a significant edge over their competitors. This possible increase in business would mean extra work in the factory. The existing teams could only meet this demand by working extra shifts. Hafiz with the assistance of Mary and Adrian organized the teams but they knew that they needed additional staff. However Suzy wanted to ensure that any new staff were thoroughly trained and developed over time and insisted that Hafiz create a three month training program for new employees. This had an impact on the time required for orders. Suzy simply could not develop the market with the existing staff levels, J.O.C. needed to expand. She now realized the business had to be organized in a self-sustaining way and had to find a way of involving other staff in the running of the business. At the same time Suzy had targeted these markets in Ayrshire and the Borders, she got in touch with Charlie Large owner of CG Chocolates —a company which supplied hotels in Northern England and Southern Scotland. Their discussion opened some new possibilities arising from the fact that Charlie was considering retiring and had no clear successor to take over the business. Over the following four months the two firms worked together on meeting the demand created by hotels in Ayrshire and the Borders.