THE PATTERSON

OPERATION
PRESENTERS:
CHARLOTTE BALAGSO
DANLENE DE GUZMAN
CLAIRE GALLENDO
MARICAR QUILAQUIL
VENUS SENENCHE
(BSBA 4B – MARKETING MANAGEMENT)
 Point of View
In this case, our group chose to take the Management's perspective due to
the assembly section's poor productivity, low employee morale, and high unit
prices. Managements are responsible for determining the company's
movement, such as the relocation of the assembly, and, more significantly, they
are the overarching reviewing body for the whole company's activities. May
Allison is tasked with the responsibility of leading Patterson, a company
renowned for its innovative tactics and impressive operational achievements.
She have the potential to enhance the existing scenario in order to achieve
even greater achievements and persuade doubters of their management
style, which might ultimately result in management support for improving
Patterson's working circumstances.
 Problem Statement
How does the company will solve the poor production,
low staff morale, and high unit prices that the midsouth
factory, dubbed Section 10 are experiencing?
 Analysis of Case Situations
Case Facts about Section 10:
Section 10's work space is clean, well-lit, and air-conditioned. The overall
atmosphere adheres to established health and safety standards and is very
favorable to production. Morale and discipline are at an all-time low.

Employees saw working in Section 10 as a hardship due to the physical

labor needed and the job's relative difficulty in comparison to other sections
with automated lines in work areas.
Case Facts for Patterson Operation:
In comparison to Section 10, the working conditions are atrocious. The
facility is located totally apart from the main factory and is thus unsuitable
for assembly activities. The structure was dimly lit, badly ventilated, without
air conditioning, and insufficiently heated.

Employees are permitted to have influence on choices. Workplace policies

regarding work hours and breaks are affected by employees.
 SWOT Analysis
STRENGTHS WEAKNESSES OPPORTUNITY THREATS

The assembly line at The categorization of There are further cost- Earl Light, a member
the company's items is not entirely cutting options for of the union
Patterson factory is correct. In 1993, the health care. representing 2800
more productive than program encroached Hershey workers,
the one in Section 10. on private life. believes the program
intrudes on employees'
personal lives more
than it should and
dictates their lifestyle.
Costs of health care
increased rapidly
throughout the 1990's.
 FORMULATION AND
EVALUATION OF ALTERNATIVES
Decision Criteria
 Ease of implementation

 Cost

 Access to resources

 Capacity to mitigate management's unfavorable responses

 Capacity to sustain staff productivity and morale

 Alternatives Formulation
Alternative 1: Adhere strictly to corporate regulations

1. Reiterate all corporate rules in writing memos and during general

assembly sessions.

2. Divide workers into teams and conduct an internal competition in

which teams compete to win points for adhering to rules and avoiding
demerits for infractions.

3. At the end of the year, the group with the most points will be
acknowledged in front of all Patterson workers. They will get incentives such
as team vacations or cash awards.
 Pros Cons

Management will be satisfied with Workers may revert to their

compliance, and May Allison's previous detached attitude, resulting
leadership at Patterson may get in the same working circumstances
good reviews. described in Section 10.
Alternative 2: Revert operations to Section 10
1. Conduct an 2. Design a new 3. Conduct an 4. Reintroduce the 5. Conduct pilot
examination of layout taking into analysis of the new layout and testing on a
the Section 10 account the assembly process procedure. single batch to
facility's present improvements to determine determine the
configuration. made at Patterson which processes effectiveness of
It resulted in may be merged, the new layout
improved and reduced, or and procedure
more rapid eliminated and any
production. entirely in order necessary
Consider the to increase speed adjustments.
constraints without losing
imposed by the quality.
smaller Section
10 facility.
Pros
Combining Fred's approach and the culture of Patterson's staff with Section
10's facilities and surroundings should result in increased productivity and
happier employees.

Cons
Due to a space shortage in Section 10, operations were relocated to
Patterson. Returning to this facility will not resolve the original issue and may
have an adverse effect on their production.
Alternative 3: Initiate an employee innovation initiative to solve
Patterson's difficulties with substandard facilities, tardiness, and
absenteeism.

1. Establish an innovation program 2. Classify ideas according to their

that will compensate workers for magnitude of effect.
innovative ideas that will assist
Patterson in resolving existing
difficulties.
Pros: This may add to the Cons: Not every employee will
facility's and system's readily embrace the project;
improvement. This will also others may fight and opt out.
promote staff engagement in
ongoing development.
Additionally, workers may have
a greater understanding of
their position and duty in
keeping the Patterson business
going smoothly.
 Decision
May Allison should pursue Alternative 3 which is to initiate an innovation
program among employees based on an assessment of the program's ease of
implementation, cost efficiency, resource availability, and ability to maintain
worker morale and productivity, ultimately resulting in the reduction or
elimination of negative reactions. Alternative 4 may also benefit the operation
by encouraging and soliciting facility or system improvement suggestions from
employees who are better acquainted with the operations/systems and the
facility's primary users.
Implementation Plan
 Contingency Plan
The selected option of introducing an innovation program to workers may fail since not all
employees will quickly embrace the initiative or may even fight it. Others may choose not to
engage since the program is unfamiliar to them, casting doubt on its usefulness. The program's
effectiveness is contingent upon the workers' engagement and desire to accept it.
The second best option to adopt is Alternative 1, which is rigorous adherence to business
policies. This option is ranked second best using the group's weighted criteria. Employees will
develop discipline if they adhere to corporate regulations. They will have an appreciation for the
need of following directions, resulting in a more formal structure. In exchange, management will
be happy, and bad attitudes about Patterson workers will be eradicated
THANK YOU!