The furniture manufacturing functions are very disorgani ✓ Solved

The furniture manufacturing functions are very disorganized. It is not clear how to best organize these functions. For example, the varnish and dye experts each use a different method to complete all of their tasks. Bring in Fredrick Taylor to scientifically help determine the “one best way” to organize the furniture manufacturing process. Digital Taylorism can help break down the processes and make each step standardized with training. The production schedule is a mess. It is not clear which projects should be completed first in order to ensure products are being delivered to customers on time. Introduce Henry Gantt to explain and utilize his Gantt chart process. The chart would analyze each process and help monitor product/delivery timelines. This will give an overview of the process from start to finish; specifically, the terminal element(s) to the summary (product delivered) element. The lumberjacks, both in cutting trees down and shipping them by truck or boat, differ on the best methods to perform these tasks. Recommend Frank and Lillian Gilbreth film the workers' activities; allow the tasks to be broken down into different elements and determine how long each task takes. Ultimately, this will help determine the best workflow (prioritization) between cutting the trees and shipping them. Tempers are flaring as a result of the disorganization. The office, clerical, and support workers are rude to each other and can’t seem to act as a cohesive work unit. Bring in Mary Follett to explain informal processes within the Admin section, and how to better the work process through “expertise” authority. Additionally, have a one-on-one discussion with Alicia on integration and “group principles”; ensuring her understanding of how managers and workers equally contribute. Lastly, provide constructive consultation on conflict resolution within the company, especially the support section.

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In the context of contemporary furniture manufacturing, disorganization can significantly impact productivity, employee morale, and overall efficiency. To address the identified dysfunction, a multi-faceted approach based on established management theories will be employed, spearheaded by the principles of scientific management as proposed by Frederick Taylor, the Gantt chart methodology by Henry Gantt, the time and motion studies of Frank and Lillian Gilbreth, and the insights of Mary Follett on human relations and informal authority.

Frederick Taylor's scientific management emphasizes the importance of establishing the "one best way" to perform work tasks efficiently. In the furniture manufacturing scenario, this involves creating standardized methods for the varnishing and dyeing processes that currently vary among experts. By employing digital Taylorism, manufacturers can systematically analyze and decompose these processes, leading to greater standardization through training programs. This approach not only improves efficiency but also enables workers to become proficient in the best practices necessary for their roles (Taylor, 1911).

Similarly, the production scheduling issues can be adeptly addressed through the application of Henry Gantt’s principles. A Gantt chart is a valuable tool that visually represents project timelines and task dependencies, providing clarity around which projects should take priority to ensure timely deliveries. Implementing a Gantt chart within the furniture manufacturing workflow will facilitate better planning, resource allocation, and tracking of production processes from the initiation of projects through to the delivery of products (Gantt, 1910).

In terms of enhancing the efficiency of lumberjacks engaged in tree cutting and shipping, applying the principles of Frank and Lillian Gilbreth by filming their activities will allow for an objective analysis of work processes. The Gilbreths championed the idea of motion study, focusing on the efficiency of worker movements. By breaking down each task into simpler components, it will be possible to identify inefficiencies and establish a streamlined workflow—prioritizing tasks such as cutting trees versus shipping based on derived insights (Gilbreth, 1917).

Beyond operational efficiency, addressing interpersonal conflicts among office, clerical, and support staff is imperative for fostering a collaborative work environment. Mary Follett’s views on management emphasize the integration of expertise and informal authority as crucial components of effective leadership. Follett believed that fostering a sense of community and collaboration could help in resolving conflicts and enhancing teamwork (Follett, 1924). A series of workshops focused on conflict resolution, coupled with individual coaching sessions with key personnel such as Alicia, will support understanding the value of teamwork and collective contribution towards organizational goals.

Additionally, procedures should be established to encourage open communication and motivate employees to express their concerns constructively. Creating an environment where both managers and workers feel empowered to share their insights and expertise can facilitate improved performance and reduce tensions within the workforce.

By weaving together these management theories and practices, the furniture manufacturing organization can transition from its current state of disorganization into a more structured, efficient, and harmonious environment. Fredrick Taylor’s scientific management will optimize workflows, Henry Gantt’s scheduling tools will help prioritize projects effectively, and the Gilbreth’s motion studies can encourage value through task breakdowns. Finally, the humanistic approach introduced by Follett will ensure that employee relationships are nurtured, creating a collaborative team dynamic conducive to improved productivity.

This comprehensive approach addresses each area of concern systematically, ultimately aiming to create a more efficient workplace that delivers high-quality products to customers on time while maintaining employee engagement and satisfaction.

References

  • Follett, M. P. (1924). Creative Experience. Longmans, Green and Co.

  • Gantt, H. L. (1910). Work, Wages, and Profits: His (Gantt’s) Management Principles. Engineering Magazine.

  • Gilbreth, F. B., & Gilbreth, L. M. (1917). Motion Study: A Method for Increasing the Efficiency of Work. D. Van Nostrand Company.

  • Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers.

  • University of Maryland Global Campus. (2021). Humanistic management in BMGT 364. Document posted in UMGC BMGT online classroom.

  • University of Maryland Global Campus. (2021). Scientific management in BMGT 364. Document posted in UMGC BMGT online classroom.

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