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Quick Response Teams Case
The firm relies on quick response teams to perform complex technical functions. The team has experienced difficulties in solving some pertinent problems because of poor coordination. The formation of the quick response team in the organization was intended to solve technical issues which were holding back a key project. The quick response team helps to reduce the burden felt by product development units when urgent production operations are underway. The quick response team needs to sort out production problems being experienced to ensure that manufacturing operations run smoothly.
The use of quick response teams needs to be coordinated effectively with other organizational functions. The teams make it possible for the firm to rectify its technical issues within a short period of time. They are favored because of the high level of efficiency they bring to the organization’s operations. Technical staff in the quick response teams focus on specific problems which makes them more motivated to achieve desired results. The speed with which quick response teams are assembled enables the firm to forestall any crisis that can have a negative impact on its operations. The teams consist of individual employees who are technically gifted able to identify and solve problems within short deadlines.
Quick response teams should not be isolated from other workers in the organization whose input is crucial. Quick response teams should only be set up to achieve short term organizational objectives. If they are used for a longer period, the teams will interfere with other crucial operations in the organization. Quick response teams help to solve crisis which are sensitive to the image of an organization.
Ms. Potter’s Pottery Case
Ms. Potter’s firm has been experiencing good tidings in the ceramics market. The decision to divide the company’s operations into several arms has worked in the company’s favor. She has transformed her production line which has made the company’s operations more efficient. She is more responsive to the needs of her clients because the new production systems adopted have changed the way employees perform their duties. The company faced a lot of challenges in the past because it could not cope with increased orders from its clients.
The increase in output was placing extra strain on her workers and the production system she was using. The company was not coping well with increased demand of its products in the market. The firm needed to restructure the functions and responsibilities of each employee to make its operations more efficient. This has made it easy Ms. Potter to handle customers while Ms. Smith and other employees concentrate on other functions. The changes adopted in the production lines and delivery of products to the market have improved the company’s operations.
Ms. Potter managed to eliminate various barriers that made it difficult to coordinate various functions her firm does. The introduction of internal policies and instructions has made employees to easily understand what is expected of them in the organization. This approach has improved the manner in which the organization deals with its internal functions. The firm can now easily move finished products from the production line to the market without any hitches. The firm has also restructured its operations to be more responsive to the needs of its clients in the market. The firm has three divisions which specialize in products targeting specific market segments.
Pressurehose, Inc. Case
The firm experienced a lot of hitches with the old production systems which made its manufacturing processes complex, slow and time consuming. This made operations to be inefficient because there were too many employees doing similar and repetitive tasks. The company’s manufacturing plants caused a lot of delays in production. The firm’s competitiveness was severely affected. It took the company three to five weeks to enter and process orders. The organization had a lot of supervisory staff on the factory floor whose functions did not add value to the production processes.
The introduction of the a new production system has automated most production processes. Employees in the production department can easily liaise with their colleagues in other departments when performing their duties. It has become easy to coordinate the functions of all departments in the organization. It has also made it easy for the firm to build and sustain positive relationships with its customers, distributors and suppliers in the market. This has improved the reputation of the firm in the market. It takes the company less time to enter and process crucial orders from clients.
The firm has become more competent in its operations. It maintains smaller numbers of employees who are more satisfied and motivated to achieve the set objectives. The entry and processing of orders takes two to five days on the production floor and this has improved operational capacity. The firm is in a better position to receive more orders from its clients and deliver finished products within a very short time. The firm’s organizational structure is leaner and more specialized to handle complex functions. The company has rid itself of unnecessary processes and management teams and this has eliminated bureaucratic practices in its operations.
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