CARD

IMPROVING BUSINESS PERFORMANCE

Assignment: Day 3:

Bayonne Packaging, Inc. is an organization that is worth $43 million dollars in Bayonne, New Jersey. The president of the company hired John Milliken as the new Vice President of Operations to oversee three areas that Bayonne was experiencing: cost, quality, and delivery. “We’re getting more and more complaints about quality, and, what might be even worse for our customers, we’re delivering late more often.” (Shapiro & Morrison, 2012).

The effect cause effect diagram shows the main issues that Bayonne Packaging Inc., is experiencing with their October sales drop and customer concerns. Cost, delivery times, poor quality, and scheduling issues are all main causes. Late deliveries were happening because of factory delays, defective boxes, and unrealistic customer delivery time frames. Poor quality was due to defective products, finishing issues, bad glue or excessive glue, and staffing oversight of finished products. “Schuler told him that quality problems were concentrated in Fold & Glue with either missing glued lines or excess glue.” (Shapiro & Morrison, 2012). Their sales were up, but constant consumer ideals of delivery time on new items that came out would cause problems with factory production. “The factory doesn’t agree with me on this, they take a bow for being “on time” if they get a partial out.” (Shapiro & Morrison, 2012).

The Causal Loop Diagram shows how each cause effects the whole organization. Customer dissatisfaction is because of the late deliveries and the late deliveries are due to poor quality of shipment and items. For Bayonne Packaging to fix this they would need better staffing protocols to review finished products, better finishing products like the glue, and more staffing to be able to keep up with past and future unexpected orders. Possibly using a better computer system.

Reference:

Shapiro, R., & Morrison, P. (2012). Bayonne Packaging, Inc. [Case study]. HBS Case 4420. Boston, MA: Harvard Business School.

LAVONDA STARKS 

RE: Week 4 Assignment

COLLAPSE

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I like how you explained the cause and effects of the bottling company, you can see there was some delays in the delivery and that caused problems with the customers getting their items on time. It seem like a company that big they would have better system to get the packages to the customers on time. I think hiring more staff to handle the work load would be efficient  to get the packages delivered on time, and fixing the quality problem would be to handle the items with care. I like your post, your graph explained everything clear and made it understandable.

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2 days ago

Jessica Delmaster 

RE: Week 4 Assignment

COLLAPSE

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Hi Nina,

I enjoyed reading your post. Thank you for sharing. I like how you broke it down into five categories. I think you effectively captured the cause and effect, and root causes. All five of your categories are an effect of the root causes. Which category do you feel if it was corrected first would serve the biggest impact? I think reviewing your diagram it would be the quality. If they fix the quality customer may be more willing to wait for a better product.

I believe your casual loop diagram is effective in demonstrating the  reoccurring loop. If the people reporting the information are not giving accurate information then you cannot accurately come up with a solution. “Milliken asked why the data reported through the shop floor computer terminals was so inaccurate. Worthen told him that operators recorded pieces completed in the Work Order Jacket and their start and stop times on setup and run.”(Shapiro 2012 pg.6) This will constantly cause ineffective solutions to happen and will result in the casual loop. 

Reference:

Shapiro, R., & Morrison, P. (2012). Bayonne Packaging, Inc. [Case study]. HBS Case 4420. Boston, MA: Harvard Business School.

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