Scribd
Upload
572 views

Business Process Analysis Case Study White Manufacturing ITM-115-75

The document describes the organizational structure changes at White Manufacturing. In 2004, a project management team was formed to oversee manufacturing projects. In 2007, the manufacturing manager implemented a matrix structure with engineers acting as project managers. This worked well. However, in 2008 a new manufacturing manager was hired from outside without experience at the company. He immediately changed the structure, requiring project managers report directly to him and dissolving the beneficial matrix structure. This disrupted the smooth information flow and likely demoralized existing managers passed over for promotion.

Uploaded by

Arif Abdullah
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
572 views

Business Process Analysis Case Study White Manufacturing ITM-115-75

The document describes the organizational structure changes at White Manufacturing. In 2004, a project management team was formed to oversee manufacturing projects. In 2007, the manufacturing manager implemented a matrix structure with engineers acting as project managers. This worked well. However, in 2008 a new manufacturing manager was hired from outside without experience at the company. He immediately changed the structure, requiring project managers report directly to him and dissolving the beneficial matrix structure. This disrupted the smooth information flow and likely demoralized existing managers passed over for promotion.

Uploaded by

Arif Abdullah
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 4

Business Process Analysis

Case Study white manufacturing


ITM-115-75

Submitted By Submitted To
Arif Abdullah Azmi (A00099008) Sheikh Moeen Akhtar
Table of Contents

White Manufacturing ................................................................................................................................. 3


QUESTIONS ....................................................................................................................................... 4
1. How do you account for the actions of the new department manager? ................................................. 4
2. What would you do if you were one of the project managers? ............................................................... 4

2
White Manufacturing
In 2004, White Manufacturing realized the necessity for project management in the
manufacturing group. A three-person project management staff was formed. Although the staff
was shown on the organizational chart as reporting to the manufacturing operations manager,
they actually worked for the vice president and had sufficient authority to integrate work across
all departments and divisions. As in the past, the vice president’s position was filled by the
manufacturing operations manager. Manufacturing operations was directed by the former
manufacturing manager, who came from manufacturing engineering. (See Figure I.)

FIGURE I White Manufacturing organizational structure

In 2007, the manufacturing manager created a matrix in the manufacturing department with the
manufacturing engineers acting as departmental project managers. This benefited both the
manufacturing manager and the group project managers since all information could be obtained
from one source. Work was flowing very smoothly.
In January 2008, the manufacturing manager resigned his position effective March, and the
manufacturing engineering manager began packing his bags to move up to the vacated position.
In February, the vice president announced that the position would be filled from outside. He said
also that there would be an organizational restructuring and that the three project managers
would now report to the manufacturing manager. When the three project managers confronted
the manufacturing operations manager, he said, “We’ve hired the new man in at a very high
salary. In order to justify this salary, we have to give him more responsibility.”
In March 2008, the new manager took over and immediately made two declarations:
1. The project managers will never go “upstairs” without first going through him.
2. The departmental matrix will be dissolved, and the department manager will handle all of
the integration.

3
QUESTIONS

1. How do you account for the actions of the new department manager?
While the white manufacturing was on a course to encounter problems with the hiring of
a new manufacturing manager from outside the company. The project managers were
basically demoted to report directly to this new manager. A manufacturing engineer
manager was also sure to be unhappy as he was passed over for the position. A better
solution would be to move project management of into its own division all together and
get rid of the manufacturing manager position. This would provide a matrix structure
more friendly to project management and the flow of information would be smooth.

2. What would you do if you were one of the project managers?

The manufacturing operation manager should go back on his decision to hire a


manufacturing manager from the outside of the company. The case study stated that the
information and projects were flowing fine before the old manufacturing manager
resigned. To fill the new position the manufacturing operation manager should give the
manufacturing engineering manager a chance to fill the position and try to fill the lower
level management position with a person from within or outside of the company. This
course of action could even boost moral by letting employees know they have a chance of
career progression within the company.

You might also like