L.E.S. Inc. Case

L.E.S. Inc. Case

L. E. S. Inc. is a large U.S. company engaged in the manufacture and sales of a wide range of electrical products. Headquarters are in Ohio, with five regional sales and marketing offices. L. E.S. has 17 manufacturing facilities mainly concentrated in the Northeast, with newer plants in the Southwest. There are three plants manufacturing electrical components, such as switches, sockets, and relays. (Organizational Behavior and Management, Ivancevich, J. M., Konopaske, R, & Matteson, M. T. (2005), (7th ed.), Boston: Irwin). One of these plants is in Worcester which is the plat that is discussed in this case. The site of Worcester consists of a manufacturing plant where low-cost, high-volume electrical components are assembled for the computer and electrical industry. Over the last three years, Worcester Plant has doubled its workforce in response to rapid sales growth.

There are multiple problems inside the Worcester plant; they have a high scrap rate of 15 percent of wasted products and materials, over all the sections. Only one of the sections is being fully utilized 24 hours a day. Finally, there is not enough experience in management and not enough operators have the experience needed to keep up with the demand of their orders. The number one cause of all their problems starts with their hiring practices. That is a clear and simple cause of the problem, now how does L.E.S. fix this? Martin Collins who is the manufacturing manager is the person who needs to take immediate action of the problems. If actions are not taken soon, the plant could become a sinking ship with little to no chance to reverse the declining numbers.

There needs to be a training school that all supervisors go through before they can actually supervise operators. The lack of knowledge that the current supervisors, basically trickles down to their employees. If the bosses don’t know how something is supposed to work how will the people they are leading know?...