Running head: E-PORTFOLIO WIZZY WATS ASSEMBLY LINE SCENARIO 1

E-Portfolio Wizzy Wats Assembly Line Scenario

Linda J. Gilbride
AET/550 Performance Improvement & Management
May 19, 2014
Dr. Christine Nortz
E-PORTFOLIO WIZZY WATS ASSEMBLY LINE SCENARIO 2


E-Portfolio Wizzy Wats Assembly Line Scenario
The Wizzy Wats management team has been experiencing frustration with the recently
identified decrease in their production quotient for the first quarter. Also recognized was the
substantial increase in their defective component being produced by the main assembly line
team. Due to these issues, the organization has elected to hire an outside operational engineer
improvement specialist consultant that will provide insights into how they can rectify the
production loss and decrease their defective component challenges. The consultant will also
offer recommendations to enhance overall performance and institute needed improvements
within the organization based on her observations.

Consultants Observation and Interview of Performance Gap Issues:
After her initial observation period of three weeks the consultant provided her discovery
to the management team. These initial identifiers provided some solutions to the immediate
situation and offered an implementation plan of action that would rectify her areas of challenge
contributing to the key performance gap issues.
The first observation that was conducted was a full overview of the machines located in
the manufacturing plant to ensure that they are all in excellent working condition. After the
inspection of all machinery, it was noted that all machines were in top production condition
with no apparent issues that may contribute to the errors or loss of production on the assembly
line. To ensure that the technicians were not a contributing factor the consultant also
conducted live interviews with the machinists to determine their connection to the process. A
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timing check was also administered on the assembly line to ensure the speed of production was
meeting expectation standards.
When all of the machinery checked out acceptable and the machinists interview data
assessed, the consultant began a study for possibility of the assembly line employees
contributing factor for the loss of production and increase in the defective components. After
observing the assembly line teams at work and again conducting live interviews, it was
identified that the length between employee breaks was not a sufficient amount of time for the
employees to rest their eyes and backs creating fatigue. Therefore these factors may possibly
contribute to alertness issues in identifying defective components. It is worth noting that this
could not be solidly confirmed as the sole factor for the issues at hand on the assembly line.
Consultant Recommendations:
The consultant offered several recommendations that she believed will rectify the issues
identified above in her observation and interviewing of the Wizzy Wats manufacturing facility in
respect to the assembly line area process, machines and employee team members. In
accordance to the observation that the machines were in full working condition, no necessary
recommendations are available for this area. In identifying the long span of time between
break periods, it is recommended that fifteen minute (15 minute) break times be instituted
every two and half (2 hours). This recommendation along with the immediate purchase of
new ergonomically correct chairs will facilitate an optimum work environment for improved
performance eliminating fatigue and increase alertness.

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Status Update:
After the second quarter, the numbers were released and consistent challenges had not
represented a significant improvement in the decrease in loss of production or the amount of
defective components being produced in the organization. At this time, a new performance
improvement consultant that specialized in the role of employees and implementation of
accountability in processes was hired to reevaluate the issues and offer his insights into
possible contributing factors and recommendations.
New Consultants Overview of Operations:
In reviewing the previous assessment provided by the first consultant it was obvious
that the physical aspects of operations within the organization and production team were
clearly reviewed without cause. The new consultant wanted to focus on the actual
expectations, accountability and the employees of the organizations morale to see if these may
be the identifiers contributing to the decreases within the production.
Upon completely extensive employee survey monkey questionnaires, conducting live
face to face interviews and performing live skill performance checks on the assembly line with
team members the challenge was obvious. It was not the machines, the timing or the shortness
of break intervals. Several key factors were clearly identified by the consultant. The
contributing factors generating the performance gap were as follows; Lack of a team structure
with clear leadership to drive motivation and team spirit, no incentive program individual or
team oriented to create a plan to deliver based on production, and lastly no level of production
accountability or expectation had been established by management to set the established
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standard of performance to meet organizational initiatives. Wizzy Wats is a small family
owned business lacking in any structural guidelines of performance. The management style of
CEO, Wizzy Wats Jr., is linked with the lack of leadership to drive business. Many entrepreneurs
are self-motivated in their ability to achieve their personal goals but, are incapable of helping
others reach or develop their own goals. Previous studies have identified motives such as need
for achievement, independence, wealth, and status as reasons to start a business. (The link
between societal motivation and performance; evidence from entrepreneurs, 2013, p. 623).
Wats Jr. has run this small business for many years without the proper training to motivate or
incentivize his employees. He neglected to create a team atmosphere based on the standard to
achieve established manufacturing goals.
Consultant Intervention:
The consultant has determined the following areas of development to create and
implement a plan of action for performance improvement; team motivation structure, team
incentive plan, and establishing production expectation goals based on team orientation. The
following implementation will be rolled out in a 30-60-90 day format with evaluation to take
place every thirty days enabling adjustments or necessary modifications to the program
ensuring optimum end results for the organization.
1) Team Motivation Plan group huddles to be held by team leaders prior to each shift
to inform and update teams of the status of goal expectations. Highlight individual
contributions to production goals and highlight team time improvements.
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2) Initiate Team Incentive Plan Introduce the following plans based on Quota
production, Piece Rate if you fall under quota opportunity or the selection of a flat rate fee for
part time team members who do not participate on a bonus plan structure.
3) Provide each team member a comprehensive communication of production
expectations and goals per team member. These clearly stated guidelines offer parameters of
acceptable allowed defects and timing necessary for team success. These guidelines also
provide the unacceptable standards that are grounds for termination for repeated offenses.

Evaluation Plan:
The 30-60-90 day standard evaluation provides the opportunity to review production,
defective component standards and team incentive plans. If any adjustments or alterations to
the team production strategy are necessary it offers the ability to create a new implementation
strategy for success. Face to face interviews are also conducted at each stage of the plan
enabling team members to express any concerns, suggestions or comments of improvement
needs.
Conclusion:
Based on the planned intervention technique and use of the Dessinger-Moseley full
scope evaluation process as explained according to Pershing (2006) The Dessinger-Moseley Full-
Scope Evaluation Model provides a holistic view of full-scope evaluation as it applies to the HPT
process. The concentric circles illustrate the iterative relationship among the four types of
evaluation, and the overlaps suggest that integrating evaluation throughout the HPT process
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makes it possible to focus on the full range of performance improvement: inputs, processes,
outputs, and outcomes. Wizzy Wats production numbers in the third quarter represent an
increase in production quotas and timing along with a significant decrease in defective
components being produced on the assembly line. These along with the newly established
standards, expectations and accountability guidelines have provided the necessary
comprehensive program for success within a highly motivated team atmosphere of
achievement.














E-PORTFOLIO WIZZY WATS ASSEMBLY LINE SCENARIO 8


References

Pershing. J. A. (Ed.). (2006). Handbook of human performance technology (3
rd
ed.), San
Francisco, CA. Pfeiffer

The link between societal motivation and performance; evidence from
entrepreneurs. (2013). Journal of small business & entrepreneurship, 26(6), 623-641. University
Library.