Rondell Data Corporation_final

8/2/2019 Rondell Data Corporation_final

1/32

BhanuPrakashB11074

SannidhyaPrasadB11108

ShauryaJeetSinghB11109

VAkshayB11119VineetChauhanB11120

RondellData

Corporation


2/32

Structure

Background

OrganizationalChartandCulture

Somepastsignificantincidents

ChainofEventsrelevanttoModel802

Process/InformationFlow

Functions

Problems(TheWayWeSeeIt)

ThroughthePoliticalLens

RequiredChanges


3/32

1920:SetupasRondellEquipmentCompanybyBobRondell

1947:RadioBroadcastingEquipment

1960sDataTransmissionEquipment

1978:TwoMajorLines

Manufacture of electrical testing devices

Reputation as source of high

quality/innovative designs Convert Problems into

Solutions Broadcast Equipment Data Transmission

Background


4/32

Organizational Chart 1978

PresidentBill Hunt

EVPRalph Simon Director, Engg.Frank Forbus

ControllerLen Symmes Factory Suptt.Dave Schwab VP, SalesRon Porter Director, ResearchEd Doc Reeves Engg. ServicesFrank Forbus

Director Engineering Highest Turnover Job Old Timer (30 years) Tom MacLeod (1 year) Jim Kilmann (10 months) Frank Forbus

Doc Reevesrefused Directorship

at every stage


5/32

Age/Experiencevalued

Creativity/Geniusrevered

InformalRelationships

Relianceonpersonalcontact

Extremelyloyalgroupofsenioremployeeswithvery

lowturnoverexceptDirectorofEngg.job

Culture


6/32

EntryofDaveSchwab

Exposureofwidespreadirregularitiesinproductionandcontrol

departments

Questionablesidedealswithsuppliers

RemovedPurchasing,StockControl,FinalQCfromproduction

jurisdiction

Incidents


7/32

JimKilmannsacked

Protestingtoovehementlyabouttheotherdepartments

PresidentBillHunt:

Tooyoung

Tooarrogant

Tellingothershowtoruntheirdept.Insteadoffocusing

withinhisdepartment

Failedtoshowrespectforoldtimers

Meddlinginotherdeptsbusiness

Incidents

Frank Forbus replaces Jim Kilmann as Director of Engineering


8/32

ChainofEvents-1978

Jul3

FrankmeetsHunt&Schwab

DesigntobeforwardedtoproductionbyJul17

ProductionrunoutbyOct2

Jul7 Bugfoundinfinalassembly(InterfaceMismatch)

July14

DocReevesproposesnewfilterdesign

Modifications:3newcards,connectors,changesinwiring,newshielding

Jul22 Printsforwardedtoproduction

Jul24

PrintssentbacktoFrank

Heavilyannotatedinred

Morethanadozendiscrepancies Insufficientchecks

Model 802 Wide BandModulator


9/32

God damn it, hes done it again ?..

This one cant be produced either Frank Forbus

Whatthe!!


10/32

The Scapegoat !!

December 22, 1978Frank Forbus fired


11/32

ProductionesearchDesign Salesngg.Services

Sales people taking their problems directly to designers !

Production directly throwing designs back at R&D !Does it really matter ?

Complaints from Sales and Production should be resolved by engg. services

Process/InformationFlow


12/32

Functions

ProductionesearchDesign Salesngg.Services

Upper mgmt. describes ESD as being

responsible for maintaining cooperation with other departments,

providing services to development engineers , and

freeing more valuable people in R&D from essential activities that

are diversions from and beneath their main competence

R&D is seen as the star of the organization


13/32

Values timely schedules

Lots of power !!

Resist change !

Hard to get along with (Dave Schwab)

Bugs have to be found before drawings go into the shop

Its ESDs job to find those bugs

Are tolerances obtainable ??

Manufacturability ??

Production


14/32

Engg.Services

Ancillary services to R&D

Liaison between engg. and other departments

Lack of authority essentially powerless

People in preproduction not seen as the best qualified to solve problems

Frank an outsider at the top !!

Low esteem (?)

Marginalized (?)

Under-utilized (?)

Frank ForbusMy role in the company has never been well defined really


15/32

Research&Development

Values designs, planning, and innovation

Proud of personal contacts built up with customers technical staff

Engineers delighted with their personal development, continuing

education and independence on the job

Production engg. non existent

Doc ReevesBut Im an engineer and can do more forRondell sittingright here or working with my own people. Thats what brings results.


16/32

Sales

Values timely service to the customer

Scared of telephone !!

Failed to deliver on schedule

Call from production or ESD on slipping schedule

Sales was understaffed

Grown further and further away from engg.

No technical help ! Difficult to convince customers !

Make absurd commitments on equipment to customers

Backing from Hunt !!


17/32

ExecutiveCommittee

Brainchild of Controller Len Symmes

A forum for people to blame each other ??

Ignorance from Bill Hunt

A place to pass on routine information !


18/32

PROBLEMS-THE WAY WE SEE IT


19/32

1)Inepttopmanagement

BillHunt-likestodabbleindesign

Technicallycompetent;manageriallyinadequate

Afraidofdiscussingproblems-dodgingattheEC

meeting

EdDocReeves-keepsrefusingtopposition:Imno

administrator


20/32

2)Shiftingblame

OrganizationhasfoundascapegoatintheformofDirector,ESD

Authority-responsibilitymismatchinESD

Director,ESDgivenlittletimetosucceed

Frankstenure:Jan.-Dec.78

Convenientlyshiftblameon

ESD,forgettingownfollies


21/32

3)Conflicts

Productionresistschange

R&DgetsspecialattentionfromHunt

R&D

Product

ion

Dontcheckdrawingsproperly

Picksoneverylittledetail

Production

ES

D


22/32

Makesabsurddeliverycommitments

Toomuchpowerthere

Produc

tion

S

ales

Pressure

affectingquality

Isolated

fromoutsideworld

ESD

Sales

4) St th b k ?


23/32

4)Strengthbecomesweakness?

Earlier

Tookprideinfamilyspirit

Personalmanagementapproach

Relationsbasedonmutualrespect

Now

Frequentdisputesandconflicts

Weneedbetterrelationshipshere-Klein


24/32

5)Otherissues

Flow of information communication

Freezing of design

Functional effective as long as products are similar

Firm had starting facing issues related to new

product introduction !

Product breadth has grown to two major lines

Are the clever design changes production ready ?

Manufacturing issues ? Cascading effects


25/32

THROUGH THE POLITICAL LENS

S f O i i l P


26/32

SourcesofOrganizationalPower

ESD

Authority

Controloverresources

Controloverinformation

NonSubstitutabilityCentrality

Controloveruncertainty

Unobtrusivepower

S f O i i l P


27/32

SourcesofOrganizationalPower

Production

Authority

Controloverresources

Controloverinformation

NonSubstitutabilityCentrality

Controloveruncertainty

Unobtrusivepower


28/32

Currentbalanceofpower

ESD Production


29/32

RequiredChanges

FrankneedstoempowerESDtoresolvemoreproblemswithdesign

beforetheyenterproduction

RoleofSymmes?GetsupportfromhimtowardsESD

Insistenceonpostdesignfreeze

SchedulingandplanningOpenandvisibletoall

Stickingtodeadlines


30/32

President

EVP

Control Production Sales Research EngineeringServices

DirectorEngineering

New Product

DevelopmentTeam

RequiredChanges


31/32

Needofmanufacturingreponaprojectteamtotakeintoaccountboth

designaswellasmfg.needseg.toleranceadesignengineerdoesnot

fullyunderstandmfg.capabilities,significanceoftolerances Addaproj.mgmt.functiontoaidcoordination,planningandmonitoring

Preproductionprocess

Performancerelatedpayforhittingschedules

GroomsomeonefromwithintheorganizationforEngineeringServices

Head&DirectorofEngineering

RequiredChanges


32/32

ThankYou!

Rondell Data Corporation_final

Documents

Transcript of Rondell Data Corporation_final