The performance of the Nuclear Tube Assembly Room has been significantly improved by Mr.Walter Long’s design method of highly motivating jobs for his workers. The recommendations laid out in the Process Engineer Proposal (PEP) will damage both the workers’ morale and put Mr. Long’s current success in the NTAR efforts in vain. In order to successfully start the LDTC and maintain the high improved performance of the NTAR, I recommend the PEP be rejected and your company create a new proposal that (1) preventing Mr. Singer from interfering with the production of the roomlimits Harold Singer’s interaction with the NTAR employees; (2) has no fixed-station assignment; (3) has no process specifications; and (4) combines testing with operation.
NTAR ANALYSISAnalysis
Before Mr. Long assumed his managerial role, the NTAR hadd a reputation of its employees being agitators and persistent troublemakers before Mr. Long assumed the management of it. Production was low and costs were out of control. Then Mr. Long reversed the situation over the past 24 months. The group has shown a 53% improvement in the dollar output per man-hour of work, 24% increase in direct labor efficiency and 11% to 12% improvement in the raw material utilization in tubes produced. In most recent fiscal year, the profit position for tube manufacturing operations was one of the best in the company. The group generated $457,000 profits, 45.7% of the company’s total profits.
The high performance of the group is largely due to Mr. Long’s work job design, which matched job task characteristics and workers’ skills and interests. Additionally, Mr. Long’s method of empowering workers for success and encouraging them to meaningfully connect with their labor has transformed “agitators” and “troublemakers” into the company’s most valuable employees. Core job dimensions—skill variety, task identity, autonomy and