Two additional conversations regarding the new AIS took place.
BILL TAYLOR, IS MANAGER AND JERRY ADAMS, PLANT MANAGER
JERRY: Bill, you’re trying to run my plant for me. I’m the manager, and you keep interfering. I wish you would mind your own business.
BILL: You’ve got a job to do, and so do I. As we analyzed theinformation needed for production scheduling and by top management, we saw where we could improve the workflow. Now that the system is operational, you can’t reroute work and change procedures, because that would destroy the value of the information we’re processing. And while I’m on that subject, we can’t trust the information we’re getting from production. The documents we receive from production contain a lot of errors.
JERRY: I’m responsible for the efficient operation of production. I’m the best judge of production efficiency. The system you installed reduced my workforce and increased the workload of the remaining employees, but it hasn’t improved anything. In fact, it might explain the high error rate in the documents.
BILL: This new computer cost a lot of money, and I’m trying to make sure the company gets its money’s worth.
JERRY ADAMS, PLANT MANAGER AND TERRY WILLIAMS, HUMAN RESOURCES MANAGER
JERRY: My best production assistant, the one I’m grooming to be a supervisor, told me he was thinking of quitting. When I asked why, he said he didn’t enjoy the work anymore. He’s not the only one who is unhappy. The supervisors and department heads no longer have a voice in establishing production schedules. This new computer system took away the contribution we made to company planning and direction. We’re going back to when top management made all the decisions. I have more production problems now than I ever had. It boils down to my management team’s lack of interest. I know the problem is in my area, but I thought you could help me.
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