Management Problem Solving - Facquier Gas Company - Case Study Example

Management Problem Solving - Facquier Gas Company Key Facts Fauquier Gas Company is one of the established 440 gas companies in the United States. The company is operating in times when land use has transformed from the usual agricultural practices to residential. Bill Murphy, the supply manager in charge of all procurement processes. He heard Clive Byers discussing the prospects of a new project that in January, and on asking Byers advised that the design and construction engineers would communicate details of the specifications of the pipes needed for the project after approval. After making inquiries from the design engineer, Pat Wilson, it became evident to Murphy that the new project would require pipes of different specifications from those used in previous projects. In his opinion, Murphy considered the time span from January to June sufficient in conformity to the mill’s lead-time. However, Murphy had not received such details in April, although the project was scheduled to commence in June, and due for conclusion in September. The supply management, construction and design organizations were under the headship of the vice-president of operations. Problems The company has to handle a project with a new set of tasks involving residential and commercial gas line fittings. The customer needs the work completed by September, introducing stringent timelines. There is no official communication to the supplies manager, who hears of the project from an informal setting from Byers. The design engineer, Pat Wilson and construction engineer Sam Law fail to approve the pipe specifications in good time, compelling Murphy to inquire from Wilson, only to realize that the pipes required were of different specifications. Although Wilson defined the pipe specifications on thickness and length, he had not determined the wrapper choice. The information Murphy received from Wilson was incomplete, and had not passed Sam Law’s approval. Time had lapsed until April 14, leaving Murphy worried about the limited time for the procurement process of the materials required in a bid to meet the June deadline, the scheduled time for the onset of the project. The vice president-operations office has failed to plan strategically with all the organizations under its mandate. Possible Solutions One of the possible solutions would involve Murphy consulting with Clive Byers, the project manager and highlighting that the specifications were yet to be communicated. This would compel Murphy to schedule a meeting with Byers as soon as possible. Byers would then inquire from Sam Law and Pat Wilson. After receiving information from them, he would strive to ensure that the specifications are communicated to Murphy. In this solution, Murphy would have acted wisely by not overreaching Byers, since he heard the initial information about the project from him. Byers has the capacity to inquire from the Wilson and Sam Law because he is the project manager, and has the mandate of ensuring that execution of projects occurs within the set timelines. Moreover, this would serve to solve the problem at the lower level without involving higher authority. Alternatively, Murphy would approach the Charlie Buck, the design superintend, and inquire from him. Being in a higher level of authority, Buck would have the mandate to advise Pat Wilson to hasten his process of specifying the parameters of the pipe and forward his decision to Sam Law for approval. Moreover, Charlie Buck can also help Wilson in determining the type of wrappers needed for the new pipes. This approach would yield results if Buck realized the urgency with which the purchase request was needed. The third possible solution would compel Murphy to approach the vice president of the operations, who heads the supply management area, design, and construction organizations. This office has the responsibility of ensuring that the all the organizations under it namely supply management, design, and construction exhibit a level of coordination and efficiency. The vice president would institute a forum where the different organizations would discuss all the requirements of the project, the deadlines, the financial implications and the delegate responsibilities to all the staff involved. This would solve all the complementary problems described above, as it would ensure that there is a non-interrupted communication channel to all the three organizations (Isaksen, Stead-Dorval, &Treffinger, 2011). This would eliminate the current problems. Choice and Rational In my opinion, the best solution would be the third option described above because it serves to solve the root of the problem. Approaching the vice president’s office would ensure that the three organizations namely supply management, design, and constructionhave a form of coordination required to ensure that all the projects run smoothly. Evidently, the office of the vice president would establish a forum where strategic planning can occur. Such a productive forum would ensure that all the staff involved are aware of their designated responsibilities and the stringent deadlines. With only limited time left before the onset of the project, there is need for cooperation from all the departments. Moreover, this being a new venture in the residential and commercial gas line fitting, there is evident need for brainstorming by all the involved parties. Moreover, this office can ensure that official communication to all the organizations involved exists; minimizing cases of failed communication channels as is happening at the company (Froeb& McCann, 2010). A clear example is the fact that Murphy did not receive any official communication on the upcoming project. Implementation Plan Murphy will have to schedule an appointment with the vice president operations as early in the shortest time possible. On meeting the vice president of operations, he should discuss the problem at hand in depth, and place emphasis on the stringency of the deadlines as well as the limited time prior to the onset of the project (Ziegenfuss, 2002). He should also highlight the need for a speedy presentation of the purchase request because the supply management area has limited time to procure the necessary materials and conform to the mill’s lead-time.if the vice president realizes the urgency of the issue, his office has the capacity to establish a forum to plan for the project strategically and settle the pending issues. References Froeb, L. M., & McCann, B. T. (2010). Managerial economics: A problem solving approach. Mason, OH: South-WesternCengage Learning. Isaksen, S. G., Stead-Dorval, K. B., &Treffinger, D. J. (2011).Creative approaches to problem solving: A framework for innovation and change.Los Angeles: SAGE. Ziegenfuss, J. T. (2002). Organization and management problem solving: A systems and consulting approach.Thousand Oaks, CA: Sage Publications. Read More