Hyten Corporation Essay

AbstractThe structure of this assignment is such that the questions atomic number 18 non just answered directly but that in that location is a discussion of cosmopolitan come befores by the author prior to confronting the complexities of systems re-engineering. The reader is given a few short philosophical acutenesss into the authors assumption in the preferred method of such organisational permute. It is the accent of this assignment to im sub political program how the organisational variegate get out lead to the organisations culture changing.In the second question which is what is to be done to solve the puzzles and anteriority I look at referred to the worry statements in the first question per number in the first question and consequently rated them in priority.The author has chosen this method of answering for the sake of persistency and ease of reading.General DiscussionPrior to answering the questions posed in this case study the prefigure of departure will be discussed. change over is ongoing in any organisation and this is to be a managed process. The penury for change should be clarified and has to be analysed, the parvenu goal passly laid let out, the change issuanceed and then the whole change thrifty against the goals ab initio stated. Then one kindle see if a smart change or nurture change is necessary. These processes argon laid out in Dr. E. Goldratts book the Critical Chain as The possibleness of constraints.Harvard Professor J.Cotter outlines 8 measurings to bridge the change gap. These steps as shown in the complying illustration bridge the gap among the catamenia state and the desired state.As in Cotters first step the managers of the caller chthonian discussion in the case study argon hence ready to be convinced that current methods argon non working(a) effectively and efficiently. The critical mass has been achieved within HYTEN to effect the necessary change. indoors HYTEN the accent mark in leadi ng the change should be on the premise thathumans have natural in born strengths and will work and implement things in a fashion that allows them to express this natural style.The beat that managers can do is to take cognisance of this strength and play on those strengths in the single. To take this assumption a step further in proposing the hypothesis that certain environments and cultural backgrounds assist individuals to develop certain skills.HYTEN has already shown the ability in its past to adapt to changing macro sparing climate when it re-tooled and changed production after the first Gulf war. This was in truth self-made in the longer term. This is a confirming indication that human resources will change without too frequently disruption to productivityQuestion 1Problems1.The order uses an on the loose(p) bemuse forethought model and the manner in which naked projects be tackled is non as orderly as it could be. (In the complex environment of skintight schedul es and multi-disciplinary teams the cargonfully documented and well managed project will mean that ambiguities and duplications will be greatly reduced. The project manager moldiness provided the adhesive labor for this team.)This is an architectural problem2.The keep company has been rattling successful and managers have been promoted swiftly hence, this comparatively young company grew up around the managers. (This has had a positive effect in as much as the managers have shape ranking(prenominal) managers relatively quickly but has also meant that the managers have become self-complacent and conceptive in their environment.There also has been no introduction of new blood into the cured charge and thus this inbreeding has the effect that cross-pollination with new(prenominal) companies is not happening.)This is a behavioural problem3.The managers for their part argon relatively well ameliorate but seem to have become complacent, they have stagnated and failed to study fu rther and thus have not been exposed to slightly of the newer methods of lineage structuring/management. The focus of these managers seems to be on technology. (The focus on technology for technologys sake is not a good thing. In this type of exertion it is understandable that managers get caught up in the core service of the concern. unless the managers can not neglect studies in other fields or fail to focus on neglected atomic number 18as)This is a behavioural problem4.The care teaching unit is seemingly ineffectual. The colour that they appear tobe amends the areas which are not broken seems indicative of the errors they are making. (The business development unit is seemingly not focusing on their core function and is neglecting key performance areas.They are not promoting the efficient running of projects and internecine policies. In particular they are having the worst possible effect on the company image by making promises that are unachievable and un veridicalis tic.)This is a behavioural problem5.The node has little control over funding, manpower or work done. This on its own is an over sight as the customer is king. He is the sponsor and as such should demand that the resources and work should follow the projects need as some(prenominal) resource demand and funding are provided by him. This will mean that the production will be a push type and not a pull type.(No further comment or explanation needed here)This is a behavioural problem (Perhaps stemming from the fact that HYTEN was used to bit work for the military.)6.Marketing and sales do not have a say as to what projects will fly and what wont. (This seems unidentified as these are the very persons that have front line connection with customers and potential customers and they may see the demand for a particular product.)This is both an architectural and a behavioural problem7.The fact that the authority, role and function of the business development department has gradually expan ded means that there are no clear definitions or man namings given to these important project managers. That a take has not been set up is an indication that senior managers deficiency the will to tackle operational managers.This is an architectural problem8.No initiation freeze on products. (This can be very trying for production)This will cause operable problems but the cause is behavioural9.Production items not 100% are organism refashioned and there seem to be legion(predicate) no-go products be reworked to the determent of products in the system for the first time. (Dr. E Goldratts Theory of constraints)This is an operational problem10.There seems to be a big emphasis on the project manager being technically competent and having intrinsic knowledge of technical detail. The other characteristics that are high on the agenda are work assessments of individuals taking part in the project.This is a behavioural problem11.The HR manager is very interested that theperformance o f individuals is correctly captured between the functional manager and the project manager. sometimes a manager can get a gut musical note about an employee and not be able to document the actual force of that individual fully.This is an architectural problem12.The cited problem of an employee at another company not gettting an increase in line with work carried out or that this employee was performance at a higher level than for which he was employed initially are smoke screens for a basically un enceinte opportunity and promotional material policy at that company and can be avoided by put proper policies. (Dearth of promotion and training policies) (Quite poignant that the one vocalising these words is the very person who should have the answers. )This is a behavioural problem13.Harold Grimes the plant manager vocalises that inborn personnel should be promote to the position of project manager for this new big project as they will have insider knowledge, this is not an on go ing item like production and as such is a once off side. His assertions may lead to great unhappiness of the individual placed in such positions.This is not a problem save as this has not happened but predictions are that this will become a problem in a few years time should this play of action be followed.14.Herman Hall the I.S. Manager thinks precisely in cost of what figurer package is needed for reporting.( The throwing of software solutions at system problems is very common as the managers attempt to avoid real issues and substitute/ relegate control to software.)This is a behavioural problem15.The adaptability of the IS department is very poor as they dont even consider of the shelf solutions or outsourcing assistance.This is a behavioural problem16.Bub Gustwell Scheduling director for all his good sentiments sees the project management way of managing purely as a vehicle to better schedules.This is a behavioural problemSummaryThe tally of current problems is 15 (Oneis a potential approaching problem) this is not the full tally of all the problems or permutations of problems but the major problems have been highlighted.The score is as followsBehavioural problems10 1/2Architectural problems 3 practicable problems1As is evident from the graphic above the overwhelming problems of HYTEN are behavioural. Having said this the fellowship is very successful in a competitive environment. The number of changes are relatively few if one considers the size and extent of the organisation.Question 21-The company not formalising the project management approach is one of the root causes for many of the other ailments, this needs to be addressed as followsProject charter established for each projectStanding of both project managers and functional managers to be clearly laid outAll staff working on projects should be briefed on the role that they are to play and term of their service on that projectAn exit strategy delimit up fount2-The successes of the company and the long serving senior managers Remedial action to the doldrums of the senior managers could be as followsTraining of existing managers in up-to-date business methodsThe implementation of a succession policyThe introduction of some new managers from other companiesEmployment of consultants/specialists to re-engineer the corporation3-The failure of managers to keep up to date with studies This was given a passing mention in type slug point 2Studies in relevant fields other than technology could be arranged by the corporation Workshops on emergent business methods should be heldSubscriptions to relevant business and technology periodicals should be procured for all senior managers and a rotational roster of such periodicals for more junior manages and staff.Establishment of a news server in house where government issues can be discussed e.g. troubleshooting, innovations etc..4-Ineffectual business unitThe whole business unit needs to scrutinised as to function, this may be o utsourcedThis unit needs to revert to the core function as it has drifted5-The control that customer has over funding andresources This needs military rank and by consultation with stake holders a new level of customer betrothal can be reached. The pass is that a customer valuation program be started and that the areas indicated by the customer as high priority be addressed. Not to pre-empt such a program the corporation needs to unfastened chats channels with the client and actively market a positive image to off set the negative one.6-Marketing and sales not having a say This ties in with bullet 5 and the marketing and sales should be found to be repeating what the customer is saying. It is not so much a matter that the sales or marketing is not being hear but that the customer is not been heard. Once the customer evaluation of the company is complete the results moldiness be implemented. There after the evaluation forms should be issued with each customer transaction.7-Exp ansion of the business development unitThis matter was touched on in bullet 4 with a recommendation that this function be outsourced once it is clearly defined within the corporal structureThe objurgate sizing of this department is a second natural selection to outsourcingThe outsourced business development unit should be given measurable objectives and clear brief8-Design freeze of products The fact that there are constant changes in design is a clear indicator that the customer and stake holders are not involved and are not articulating their needsOnce better lines of communication have been established with stakeholders design will be reached by consensus, valuable re-tooling for design change will be greatly reduced9-Rework of unsatis promotery itemsThis can be reduced by continuous quality control. In other words the point of manufacture must be the quality ascendance thus work pieces would not have to counter-flow to the production line and rework would be immediateDr. E. Goldratt proposed the critical kitchen range theory where the weakest segment of the chain is targeted and improved this is then repeated till the system is running optimally10-The emphasis on the technically competent project manager This is just flat solid nonsense as the team is made up of multi-disciplinary specialists. The only step needed here is to clarify this in the project charter.11-Concern that staff are to be graded by two managers On the whole a pooremployee will be seen as such by both managers. The converse being true as well. Having stated this it should be voiced enough for each manager to rate the employee and an aggregate be awarded between the two managers on the Key performance areas and the various related system of weights for those areas12- Employees not getting equitable increases between plantsThis is as described in bullet 11 The job evaluations and job weighting systems must be overhauled then the system of KPS and weighing need to be put into do to assess which team is the most productive.It is flawed to award employees differing increases within a work unit. Best practice is the fixed bonus system were there is no separation between rank or individual13-The promotion of only internal staff due to insider knowledge This is not a problem as yet but may become a problem in future as it may cause a situation of inbreeding. This situation can be remedied easy by correcting the perceptual experience early14-The computer package which is the universal panaceaThis is yet again a perception that must be corrected early. As any package must follow the real world model and as such the real world model must work first.The systems approach is governed by policies and methods these must be implemented fully and not be sitting on a disused shelf.15-The adaptability of the IS departmentThe IS department must be told to evaluate off-the-shelf solutions before considering other alternativesThe IS department must ensure that options for a xial rotation out of new solutions consider the possibility of out-sourcing16-The perception of persons that project management is only schedulesThe only way to change this perception is through educationPrioritization of sanative action and problemsThe first priority is to change the current state of the senior manager studies, once these key persons change their outlook and approach bullet point 3, 2, 5, 6 and 16 will be resolved.The education of managers to a new business approach can not be under stated as they will see the need for customer link and even community involvement, the balanced score card will become an intrigue business tool. The changing of the business culture will be then a natural and easy process. The managers will be secure in their positions and will not feel threatened by the change, in fact they will seethe rewards and start to implement the change from within. imprimatur priority is formalisation and implementation of the various company policies which i mpact on the individuals and structures within the corporation. This must be done in conjunction with the share vision of HYTEN corp. and thus the corporate strategy will be defined in the process.These are the policies which affect1-Staffing pay progression and bonuses2-Formalisation and introduction of project management and project charters3-The scope and powers of the business unitsThe systems approach to the documentation and formalisation of the policies and strategic goals will remediate the ills in bullet points 1, 4, 11, 12 and 14Third priority is the resolution of the functional issues such as reworked items, design freeze and others. These issues are of minor concern in relation to the other items which cut right to the core of the problems. The bullet points 8 and 9 are addressed in this priority.The remaining bullet points not dealt with are not preserved to be priority issues but never the less should be dealt with as a matter of course in the manner laid out in the b ullet points above. Some are misconceptions others are a lack of insight thus need to be quickly remedied.4-ConclusionThe over view of this company is that it is in good condition currently but will not stay in that shape if it doesnt continue to evolve. Many of the points brocaded as problems are inter-related this is highlighted throughout the bulleted points. Intervention in some areas will have to be great will in others it is minimal. The one overarching factor needing change is the ongoing education of senior managers. This company is ripe for change and has many eager young individuals who need development. The Policies are basically sound but need to be revisited both for updating content and implementation.If the changes are implemented HYTEN Corp. will go from strength to strength.Bibliography15th March 2006, The Eight-stage commission Process of MajorChangehttp//www.freequality.org/sites/www_freequality_org/Documents/knowledge/ManageChange_MiniTutorial_MT%20_2_.pdf.Progr am Managing Organizational Transformation, Change and transaction Improvement. Prof. Pieter Steyn and Erik SchmiklThe Critical Chain, Dr. E. Goldratt 2nd edition