University of San Jose - Recoletos

6000 Cebu City, Philippines

CASE 6B: WHO’S FOOLING WHO?

In Partial Fulfilment of the Requirements of

ES 7 - Engineering Management

A.Y. 2022-2023

An Individual Case Study Report Presented To:

Dr. Mary Joan Ocampo, PIE, ASEAN Engineer

Engineering Management Instructor

Presented by:

John Evar T. Labastilla

BS Industrial Engineering - 2nd Year

December 9, 2022
I. PROBLEM

1. Determining whether George’s performance to produce 14 frabastats

in 10½ weeks is a result of dedicated diligence or of simple and

average competency.

2. Determining the actual duration of producing 14 frabastats when

external circumstances are present in the process.

II. OBJECTIVES

1. Ensure that employees’ performances are in par with the company’s

preferred standards.

2. Determine what factors aid in improving productivity and efficiency

in the workplace.

III. ALTERNATIVE COURSE OF ACTION

1. Improve and evaluate employees’ performance via training, follow-up

interviews, and positive motivation (e.g., incentives or rewards). As

much as possible, idleness must be diminished.

2. Promulgate feasibility studies that seem to cover and “predict” all

unforeseen circumstances and determine the estimated time of

completing the task given that the employee works diligently.

3. Develop a standard operating procedure or a flowchart of necessary

measures to be undertaken when the production or process is faced

with trouble or hindrances.

 4. Pursuant to the second alternative, the company shall research and

later implement programs that help foster and nurture the

productivity of employees.

IV. RECOMMENDATIONS

- The researcher would recommend the company researches what

programs can be implemented to motivate the employee to comply

tasks and carry out responsibilities with a performance that is above-

average. Also, the company must help in diminishing whatever

circumstances could potentially hinder the production process. In

line with this, the company can also provide what actions must be

done in order to ensure that the disruption of the production flow is

short and has very minimal impact only.

V. ANSWERS

1. Recognizing that defense tactics such as those employed by George are

not atypical, what do you suggest as an alternative?

• Make George’s task a two-man job. The job is easier and finished earlier

when there is more than one working on it. If the manager truly wishes to

have the frabastats within a short period of time, he should delegate the

task to at least more than one employee. The manager can also hire an IT

professional to aid on the production of such frabastats and find avenues

which enable the employee to work at a faster rate without having to

surrender his break times. Also, “encourage” George with the use of

rewards that would be promised to him should he be able to finish within

the timeframe.
2. Turning the situation around, put yourself in George’s position when he learns

that because of an extremely tight contract, he has been scheduled to get out

14 frabastats in 7 weeks without extra assistance. What should he do?

• George can stealthily collaborate with another employee or with an expert

on the production of these frabastats. On the principle of give-and-receive,

George can also demand the company of equipment that would motivate

him to work productively since he is also demanded a huge quantity within

just two months given the nature of what he is asked to produce. If none

of these seem to be possible, George can protest to the manager provided

that his work performance has been aligned with the work standards set

by the company so as to not jeopardize his standing and employment.

3. Assume further that George protests the rush order given in Question 2, but

cannot get the time lengthened because frabastats are vital to the project, and

meeting the project’s deadline is crucial; so, with much sweat he gets them out

in 8 weeks. Should this experience be referenced as the reason for an 8-week

estimate for the production of 14 frabastats the time they are needed? Why?

• No. When the employee is forced to exceed his limits and feels that the

company shows no concern for his wellbeing, his perception of the

company may be that it simply just focuses on attaining profit. Sooner,

the employee may have to quit soon and others who have felt the same

way may follow suit. As much as possible, the company should have,

aside from productive, a healthy workplace wherein employees are not

treated as robots and whose breaks are very much respected. However,
rush orders can be done if there should be at least more than one

individual working on the order.