SAINT MARY’S UNIVERSITY

BAYOMBONG, NUEVA VIZCAYA

SCHOOL OF ACCOUNTANCY AND BUSINESS

CASE ANALYSIS: ABC STEEL COMPANY

In Partial Fulfillment in the Requirements in

Technical Writing; 3:30 pm

Gio Therence T. Tactacan

Caren W. Dumalili
Lyxen P. Padua
Jamaica Laiyka M. Pasigian
Rena Rose J. Quinto

JUNE 2018
 CASE ANALYSIS: ABC STEEL COMPANY

I. VIEWPOINT
General Manager
II. TIME CONTEXT
Present, after the interview with Robert Cruz.
III. PROBLEM STATEMENT
How can the production control department of ABC Steel Company avoid
production backlog and contract penalty fines?

IV. STATEMENT OF THE OBJECTIVES

 To improve the skills and competencies of supervisors;
 To boost the efficiency and productivity of the workers;
 To promote good relationships and interactive communication among the
management and their subordinates;
 To have more accurate estimates of production time and to improve machine and
labor scheduling;
 To avoid delay in the delivery of the products to the customers.

V. AREAS OF CONSIDERATION
Strengths
 ABC company was one of the
largest producers of fabricated
steel products;
 ABC company had long prided
itself on being a producer of top
quality steel products;
 90% of the laborers came from a
nearby barangay and many are
barangay leaders.
Weaknesses
 Insufficient skilled workers;
 The targets are unrealistic;
 Inconsistent follow up policies;
 Ineffective planning of machine
schedules;
 Unethical behaviors of the workers.
 They prioritize their barangay
positions rather than their positions in
the company

Opportunities Threats
 One of the country’s largest  Bankruptcy might occur in the next
fabricator of quality steel five months;
products;  Decline in costumer’s loyalty and
 To demonstrate satisfying interests;
services to promote one’s  Other companies having the same
business. product and fast response to
customer’s demand.
 VI. ASSUMPTIONS
No assumptions.

VII. ALTERNATIVE COURSES OF ACTION

ACA 1. Leaders
 Team Building
 To review the company’s policies
ACA 2. Workers
 To fire insubordinate employees
ACA 3. Team
 To provide seminars and trainings

VIII. ANALYSIS

ACA 1. Leaders: To provide team building activities and to review the company’s
policies.

Advantages Disadvantages
-Improvement of management and -Additional cost to the business
leadership skills. -Difficulty in adapting the changes in the
-To clearly understand the company’s company’s policy.
policy in order to avoid misunderstanding
that causes unethical behavior among the
employees.

ACA 2. Workers: To fire insubordinate employees

Advantages Disadvantages
- To hire more capable and orderly new -Additional corporate expense particularly
employees separation pay for employees
-To eliminate disguise employment -Possible conflict with employee union

ACA 3. Team: To provide seminars and trainings, especially for updated knowledge
about their field of expertise.

Advantages Disadvantages
-Enhancing interpersonal skills -Additional cost to the organization
-Collaboration of ideas to have better a -Conflict of Interest/ Ideas
 team -Pressure
-To easily adapt to their environment
IX. DECISION MATRIX

Category ACA 1 ACA 2 ACA 3

Effectiveness 5 3 5
Efficiency 5 4 5
Timeliness 3 2 2
Ease of Implementation 2 1 5
Total 15 10 17

Ranking:
5 – Excellent
4 – Very Good
3 – Good
2 – Poor
1 – Very Poor

X. CONCLUSION
Decision matrix shows that the best action to attain the main goal is ACA 3. In this case, it
can encourage people within the organization to participate in the implemented plan of the
business.
Moreover, unity and coordination among the employees can boost individual’s confidence to
do their best at work. The more people working together the better and faster the work is done
because we firmly believe “two head is better than one.”

XI. PLAN OF ACTION

No. Action Person In Charge Time Frame

1 General assembly meetings General Manager Monthly
2 Conduct pre-work and post-work Managers Every Mondays
evaluation and Fridays
3 Giving rewards and incentives HR and Managers Monthly
4 Team building activities HR Semi-annually
5 Conduct trainings and seminars Managers Quarterly
(internal and external trainings)