Implementation And Contingency Plan

In this portion of my case analysis, I will be showing ways for suggested solutions in order to help improve the situation at the Engstrom Auto Mirror Plant. I will be showing ways in which organizational improvement outcomes can directly help remedy some of the issues and recommend strategic actions that would lead the organization in a proactive production workforce. The recommendations are creating committees, rework how the Scanlon Plan bonus works, create or use their marketing and sales department to the full capacity, and to help empower the workforce work to achieve Corporate Social Responsibility. (CSR)

Strategic planning considered one of the important factors to be considered by organizations seeking to improve business and process within the current organization scope. Riordan Manufacturing Inc. has become a global leader in the area of plastic injection molding with state-of-the-art design capabilities. Currently Riordan Manufacturing Inc. is looking to develop and implement a strategic plan for the organization to improve process, operation, and procedures within the company’s day-to-day work load. Within this paper team C will discuss the reasons why Riordan Manufacturing needs to develop a strategic plan by elaborating on the following reasons: environmental scanning,

Ambar Marine Inc., a New Orleans–based shipbuilder producing aluminum boats, began searching in the late 1980s for a subcontractor to build its “survival of life at sea” (SOLAS) boat, a rescue boat for ships and oil platforms. Ambar approached McCarty at a New Orleans workboat show and proposed that Silver Ships build boats for it. After a visit from the Ambar executives to Silver Ships’ original, humble facility, Ambar decided that McCarty’s facility was not what they wanted to show their customers. Several

Although Riordan Manufacturing has a generic strategic direction, a comprehensive strategic plan reevaluation and development must occur after the move to China. Environmental scanning, strategy formulation, strategy implementation, evaluation, and control are fundamental to the creation of a strategic plan (Wheelen & Hunger, 2010). Because, strategic planning is integral to the corporate strategy and success of Riordan the board of directors' requesting Team B formulate a comprehensive strategic plan for their organization.

Worthington Industries Inc. is a “global, diversified, metals manufacturing company” (Worthington Industries, Inc., 2016). The business plans to continue growth by implementing more manufacturing plants in different geographic locations. To do this, the business must strategically plan the implementation of the new plants in order to maintain quality while offering affordability to existing and new customers. As part of the implementation plan the objectives, functional tactics, action items, milestones, task ownership, and resource allocation will be discussed. There will be a need in changing management strategies to enhance successful outcome of the new communities. Some key success factors to ensure success is budget and forecasted financials. If indeed the environment factors such as economic hardships arise a contingency plan will be in place.

In 2014, SeaDrill’s limited 4 largest customers represented 56% of revenue, a 7% rise compared with 2012. According to the 2014 annual report of Seadrill Limited, 5 largest customers of the company account for approximately 63% of future contracted revenues (backlog). Due to the adverse economic conditions and SeaDrill’s limited customer base, SeaDrill’s clients are in position to negotiate better deals, which may include rights to terminate, repudiate or suspend their drilling contracts. For instance, Rosneft recently terminated the contract with NADL for the West Navigator, prior to commencement, and the remaining contracts between NADL and Rosneft are at significant risk of termination. In addition, SeaDrill was recently unable to conclude execution of contract extensions for the drilling units West Taurus and West Eminence in Brazil after the approval of such extensions by

R.R. Donnelley & Sons Company (“RR Donnelley,” the “Company,” “RRD”) designed a workforce plan for the company to have the capability to respond quickly and strategically to change; recognize internal and external challenges; and identify staffing needs in a timely manner. RRD used the South Australian Government’s workforce planning and development model to effectively identify and forecast the company’s workforce requirements to meet the company’s goals and strategic direction in the next three to five years. This paper will discuss the company’s business strategy, context, current workforce profile, future workforce profile, gap analysis and closing strategies, as well as the review and evaluation process.

Turner and Townsend needs to adopt the blue ocean strategy by following the attached ‘Action Plan’ (Appendix A) to capture the market share and enhance growth. The four action frameworks demonstrate how these factors are reconstructed to create a new value curve (refer Appendix A, figure 4).

Strategic issues are critical challenges that affect the general performance of an organization. In connection to this, strategic planning is concerned with determining the future of an organization, achieving the set goals and working towards them. ABC Coal is one of the biggest companies in our nation and like many other companies, it faces strategic issues. According to ABC Coal, the core mission is to provide their shareholders with the best products through mining and production of high quality coal for the market. For this to be met, true partnerships and cooperation have to be created with everyone associated with the industry including the shareholders, employees, customers, and the community at large. ABC Coal’s strategies touch on ensuring safety environment performance and working in partnerships for good produce; creating a sense of value including the reduction of real costs and improving the industry constantly through giving the workforce the right support and encouragement.

Implementation requires preparedness. By issuing a gap analysis and action plan can be identified. This may require a change in the standard operating procedures of the organization. With markers and triggers, there can be a development of early warnings and alerts. This can put a giant foothold on the prospects of future developments. Being prepared for events can allow for the logistics and human resources to understand the direct role they must adhere to and allow forward movement of resource mobilization. By training and simulating events, the organization is better prepared for the drastic changes that may come into effect to keep operations running smoothly. This will come to fruition through communications and linkage of departments in a common goal.

The funding required to implement your plan, your current and potential sources of these funds, and your most critical resource and funding gaps.

The “Vasa Capsizes Case Assignment”, is a project management case. We’ll find that if the project leader used many of the project management tools used in today’s projects the Vasa probably would have made numerous voyages for the Swedish fleet. However, because of the lack of a clear written procedure when deviations to the ship building process occurred, no risk analysis and action plan if the risk occurs, along with no project progress reporting the Vasa building team failed and the Vasa sank.

The US Air Force initiated the JASSM development program in 1996. The program definition and risk reduction contracts, valued at $128 million and $110 million were awarded in June 1996 to McDonnell Douglas (Currently Boeing) and Lockheed Martin. Lockheed was preferred as the final contractor in April 1998. This paper will provide a vision statement that will illustrate the direction and focus of the team. We will then analyze actions that Terry Little took to foster his team to greater heights. In Terry’s, work we will elaborate on his actions that took them to higher heights and critique whether or not it was effective. Lastly, we will recommend three strategies with examples in regards to the JASSM program management team that would improve its operational performance.

I have led the development and execution of several technology strategies and roadmaps for the USCG, Army, Special Operations Command (SOCOM), and USPTO that have improved operations, reduced costs, and expanded business and technology capabilities. The Army strategic plan and roadmap were developed engaging the mission leaders and DOD CTOs to develop a maturity plan to sustain production infrastructure capabilities while controlling exponential growth of an aged infrastructure backlog ($300M+) while reducing infrastructure operations

With the evaluation of current conditions, opportunities are identified that will help initiate a more a scalable and flexible operation. For instance, many companies have restructured operations by selling or closing off manufacturing operations in industries where outsourcing companies can readily manufacture on a contractual basis. It’s through the decision to implement contract manufacturing rather than re-investing in facility operations that can have a direct impact on the performance of the business and help reduce economic risk.