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Marshall Plant

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Submitted By ahug10
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case study: Teamwork at Marshall’s Processing Plant Marshalls is one large plant I the Midwestern United States that process corn into fructose syrup used in soft drinks. Marshalls run year around for 24hours a day, with two different components, the wet mill and the refinery. Marshall’s plant is a computerized state-of-art plant and most of the work needs to just be monitoring, maintenance, cleanup, and troubleshooting. The wet mill and refinery has about seventy five worker for each 12 hour shift. There are also about thirty employees who work in the office. It states that about 2 years ago Marshall instituted a team management system to enhance productivity in the plant and improve worker morale. They made them have two different types of teams; first teams came on a weekly basis and talked about how improving the plants work process in their own portion of the plant. Within the second team was the “Marshall team” who met on a monthly basis to talk about crisis and decisions of the whole plant. Each team member on the work team elected a member to join the marshal team to put their input into the higher hands. Management started to be concerned about the people who did not participate in the tram program. There were three kinds of employee not taking part of the team meetings. Ones who said there are too many meeting and had too much busy work, the second group who they have to deal with so much of their own work situations, third group who stated no matter what they said they do not believe it was going to get listened too. The problem of the Marshall’s is that they had one person in the team who never got heard and the management just listens but still did what they want. Marshall wants the team management to actually work and since now he realizes it is actually a big problem he wants to fit it.
I’m the consultant hired by mister Marshall

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