unit 10 - business case - onsite internship

Business Case:Kleenco Maintenance & Construction

Rhonda VarneyNovember 29, 2016

MT490: Bachelors Internship in ManagementDr. Sean Doyle

Contents

Introduction of Business Case

General Business Information and Summary

Outcome 1 Description:

Business Dilemma, Outcome, Root Cause, and Solution











Conclusion

References

Appendix A & B

Introduction

• Company Description

• Organizational Design

• Organizational Systems

• Organizational Policies

• Organizational Cultures

• Innovation and Entrepreneurship

• Mission Statement

• Values and Objectives

• Company Products

• Service Products

• Value Proposition

• Customers

• State of the Maintenance & Construction Industry

• Impact of Law and Government on the Industry Conclusion

Outcome One

The Dilemma:

Due to the overwhelming amount of maintenance associated with monitoring and recording personal

and legal information for subcontractors, there is a need to integrate information into a more

structured system or database.

The Outcome:

As business needs permit, the outcome is that information will be obtained from other areas of

operations and their subcontractors can be added to the portal to be used by other facets of the firm.

The Root Cause:

To comply with regulatory organizations, and to strive for customer satisfaction and continued

support from the subcontractors, the Sourcing department is very focused on the scope of the

creation of the application known as FileMaker (FM).

The Solution:

In order to ensure that subcontractor information and legal documentation is not lost, there is a

process in place in which the Accounting department saves the information in the Sage/Timberline

database that they are currently using to create purchase orders, invoice, post transactions, and make

payments.

Evaluate information management, planning, and control in

business environments

Outcome Two

The Dilemma:

Employees should engage in assisting the department and/or organization in brainstorming on

ideas that will attribute to improving processes and procedures.

The Outcome:

Strategic planning and operational planning will both attribute to the business management ideal.

Based on operational needs, Kleenco needs to be consistent in pursuing the FM application. The

FM application will assist all sectors of the firm.

The Root Cause:

As FM is being discussed, built, and tested for future implementation, Kleenco staff members

involved (managers, agents, data entry personnel, accounting, legal, and so on) can all benefit from

the use of the FM portal.

The Solution:

At times, manual work orders must be created in the event that FM goes down or if IT is conducting

maintenance on the application. Through the use of customer portals, agents can access work order

information through their web-based sites and can still dispatch subcontractors as needed.

Analyze organizational processes and procedures in a variety of

business settings

Outcome Three

The Dilemma:Create a business model that pertains to how the creation and integration of systems interact with current departmental concepts, principles, and processes.

The Outcome:Clarity can reveal various steps to be applied and implemented to build the FM application to be used company-wide to meet the needs of all departments. Also, there are drivers and triggers that may cause the organization to consider FM by looking at and listing these drivers and triggers from organizational, management, employee, customer, supplier/partner, product or service, process and IT perspectives.

The Root Cause:Creating a business model that pertains to how the creation and integration of systems interact with current departmental concepts, principles, and processes. The business model should also depict and map out how the actions being implemented would trigger reactions throughout other aspects of the organization.

The Solution:Several department managers have been given the opportunity to review the FM application that the Sourcing department has built to meet their needs. Measures are being taken to train managers in the near future. Training will be conducted in small stages so that adjustments to FM can be made to meet the needs of other departments, if the need if deemed necessary.

Synthesize appropriate principles, concepts, and frameworks for

making ethical decisions

Outcome Four

The Dilemma:Employee morale is essential to the success of an organization. Notice and concern has been addressed that employees are experiencing frustration and feeling overwhelmed with extreme increase in work load.

The Outcome:Metrics analysis are used to understand the processes involved and how they affect the various departments, the time associated with the processes, prioritizing various stages of the application, and to generate business increases that attribute to growth through all departments.

The Root Cause:In order to ensure that all aspects of the FM process are taken into consideration, Kleenco staff members must gather in workshops based on various levels in the. Workshops allow all areas of concern to be addressed in the early phases of development. This ensures all aspects of the company that are affected by the transactions of the FM application are aware of the implications of the program design.

The Solution:All intentions are to move towards a process management structure and the metrics, governance, and process models could be well structured, tested, and approved prior to roll-out.

Assess the roles that structure, management, and leadership

play in organizational performance

Outcome Five

The Dilemma:Kleenco should always look for ways to promote continuous improvement processes that will allow them to remain competitive in the global market while focusing on maintaining the core values of the organization.

The Outcome:A workshop was conducted between three of the firm’s top levels of management. All their ideas were integrated into a plan that would allow them to roll-out their ideas in phases that could be manageable and feasible. An administrative associate was assigned as the information resource for FM and would serve as the liaison in working with the IT department.

The Root Cause:To remain competitive in the global market, Kleenco should ensure that various factors are taken into consideration in promoting the firm’s value to account for the following; the current state in the economy, remaining up-to-date on laws, government regulations, compliance requirements, and in creating a business that notes continuous improvements.

The Solution:Teams have been put into place to work together in building the FM model yet all the lines of communications between the departments, management, and executives were not open. Therefore, Sourcing leadership has kept the FM application within the department to avoid interference and deterring tactics by departments that have shown resistance.

Evaluate how economics, government, and law affect value

creation in the global context

Outcome Six

The Dilemma:

Create a framework for a formal departmental training program. Kleenco’s Sourcing department does not have a training program documented for incoming staff members.

The Outcome:

Quickly fluctuating changes in processes, and all corresponding roles and activities, are being adjusted as the team is acclimated to the organization while integrating specialized processes.

The Root Cause:

Kleenco’s Sourcing department does not have a training program documented for incoming staff members. The Sourcing department Administrator has begun working diligently with the various levels of the Sourcing department in order to streamline processes and procedures in order to create a detailed training manual.

The Solution:

To ensure that all team members remain current on the procedures and processes, in lieu of the training manual being generated, all applicable team members are sent email notifications alerting them to the changes. Also, there is a departmental storage application in the Kleenco server which houses all applicable procedures, processes, and forms as they are being created, reviewed, approved, and released for final implementation.

Evaluate career skills in the field of business and management

Conclusion

In order to ensure that all aspects of the firm’s processes are taken into consideration, Kleenco staff members must gather in workshops based on various levels in the firm (i.e., Executive, Legal, IT, HR, Accounting, Sourcing Agents, etc.).

Workshops allow all areas of concern to be addressed in the early phases of development.

Research covers various aspects of the company that are affected by transactions within the firm’s applications and assists in the implications of program designs.

Ideas should be noted according to the level of importance and concern.

Metrics and analysis are critical to ensure all parties understand the ideals of the organization’s progression.

As FM is being established, tested, and ready to roll-out, Kleenco should ensure they have set up a mentor, mentee, and a job shadowing schedule for each phase of the roll-out process and for each department that is associated with the various phases or implementation processes.

Conclusion (cont’d)

As FM was created by the administrative assistant and IT staff members, the department managers and executives had to agree with the idea of what FM had to offer and had to approve further progression of the application’s development and testing.

FM ideas that were generated from the mentor and mentees were taken to the department manager for approval to present to IT to help build additional fields for use.

As Kleenco continues to succeed in the business world, they can continue to grow and expand on the applications that are needed to ensure the business can function proficiently while meeting the expectations of the customers and the stakeholders.

“Growth is a spiral process, doubling back on itself, reassessing and regrouping.”

~ Julia Margaret Cameron

“All change is not growth, as all movement is not forward.”

~ Ellen Glasgow

References

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Management Development, 32(7), 661-674.

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Environmental Expert. (2015). Strategic Environment: Kleenco Maintenance & Construction. Retrieved

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Espenson, A. (2015). Why every company needs business process management. Business.com. Retrieved

from

http://www.business.com/management/why-every-company-needs-business-process-management/

References (cont’d)

Fassin, Y., Van Rossem, A., & Buelens, M. (2011). Small-business owner-managers' perceptions of

business ethics and CSR-related concepts. Journal of Business Ethics, 98(3), 425-453.

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Florence Yean, Y. L., & Lee, S. Y. (2012). Careers development in construction firms: Application of sun

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Jabnoun, N. (2001). Values underlying continuous improvement. The TQM Magazine, 13(6), 381-387.

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innovation. Management Decision, 49(10), 1694-1708.


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Appendix A

Figure 1: Kleenco Maintenance & Construction – Organizational Chart

Appendix B

Figure 2: RASCI Model – Sourcing Department – FM Application

unit 10 - business case - onsite internship

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