| 1. Challenge |
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A leading recycler of lead
batteries, RSR faced serious financial issues, including
cost-prohibitive environmental regulations and a weak
lead market. |
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| 2. Findings |
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Shifts were overstaffed. |
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Plant was not operating
at maximum capacity. |
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| 3. Goals |
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Reduce operating costs by
using manpower more efficiently. |
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Improve revenue by increasing
workload. |
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Develop management skills.
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| 4. Recommendations |
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Eliminate employees and reduce
work shifts. |
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Bring in more work for heightened
profits. |
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Initiate classroom and on-the-job
training for managers. |
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| 5. Results |
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Work station staffing requirements
prohibited drastic workforce cuts. |
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Volume was dependent on available used batteries, so DB&A could not affect workload levels. |
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Training, overtime control,
and minor staff reductions allowed RSR to realize savings
and profitability during a time of depressed lead prices. |
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Training helped supervisors
improve communication and gave them a better understanding
of roles and responsibilities. |
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Training initiative led to
visible improvements in throughput. |
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Because DB&A could not meet all goals stated in the Guarantee, a significant portion of the fee was refunded to RSR. |
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