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Superior Slate

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Superior Slate Case Study

The Superior Slate Quarry had been recently redesigned and updated, but Thomas North became concerned due to negative impacts on productivity due to the implemented changes.
Analysis
Reorganization of Superior Slate impacted the mattering maps of its employee, especially the splitters and trimmers that had worked as teams since the company’s inception.
Prior to implemented changes, these individuals interacted frequently, had a common goal and work ethic, and genuinely enjoyed working together. These individuals worked together in small shanties, all day within their small groups. This type of work had been a way of life for these men and their families for generations. Being from Wales, they would socialize outside of work as well. Due to their cultural, social environments and working relationships, they knew the expectations of each person they worked with, as well as what was expected from them. These individuals had a shared vision of what quality work was and what needed to be done to achieve it.
With corporate restructuring and changes in hob duties, these employees are forced to work in a different set of circumstances. Confusion has caused difficulty in performing the job at the level it was previously performed. The high values that were shared within the work environment dissipated their shared culture. If one person fell behind, in the previous work environment, their team would help them catch up in their spare time. Currently, within the larger and more complex work environment, they now work with individuals they distrust, with equipment they feel does not represent quality work.
The newly constructed work environment has removed their ability to communicate in the Welsh language they have always used. They are no longer able to assist each other or work in a clean environment. With the implementation of the new system, cultural and social values of the employees were not taken into consideration.
Superior Slate Company implemented a new working concept without thinking about how it would impact the employees, which ultimately impacts productivity. When the Welsh people were happy and proud of their work, moral and production were high. Due to the implemented changes, the vision of the workers have also changed, decreasing their contribution to the company resulting in a decrease in productivity.
Analysis II
Due to a drop in employee morale and cultural disruption, production levels have decreased below an entirely manual process, even with new and updated equipment.
Redesigning Superior Slates Quarry has not achieved a higher production rate; it has instead had a negative impact on the workforce. By changing the culture in which they worked has forced the splitters and trimmers into a position they are not happy in. By taking the pride out of the products they produce by their own hands, they have taken their reason for working away, other than for a paycheck.
The quarry design improvement involved use of mechanical devices, replacing most of the work that was previously done by hand. The Welch work with machines with skepticism and distrust because they know that a machine cannot decipher the grain. With lack of trust in the machines, distrust of the owner and management only increased the lower production rates.
Overview
Due to Mr. Williams lack of understanding of the working relationships between the Welsh people, and his rush to modernize the plant, he did not take into account the negative impact his actions would have.
By not understanding that the Welsh are a prideful culture that uses their skilled trades to make the slate, he removed all of their reason for taking pride in their work. Mr. Williams did not consult any of the employees before helping modernized the plant, which misplaced the employees trust in him.

Recommendations
Implement a management change plan.
Leverage Welch culture, language and customs, which would generate a sense of trust between employees and management.
1. Recognize that working with their hands to create something is what makes them happy, and incorporate this into the new production strategy.

2. Create a worker recognition program to encourage and empower workers’ with recognition, etc.

3. Give the employees the ability to input personalize and creative ideas for the production process.

4. Develop a communication plan that includes all the key structural groups.

5. Implement better working conditions Welsh are accustom to, such as noise and dirt/pollution reduction using updated technology.

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