Case Analysis:

THE CREATIVE TOY COMPANY

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.

II. SYNOPSIS
John Wilson, a carpenter by hobby, is the founder of the Creative Toy Company, which
produced wooden toys for the children. One department in particular had been highly
productive, the transportation department that produced toy cars and trucks in the
firms product line. Eight people work in transportation department. Four of them made
cars in the morning and the other half make trucks. The process is then reversed in
the afternoon between those employees to minimize monotony. Their workstation was
placed in a circular arrangement that enabled them to communicate and keep each
other informed about work and productivity. They were high producers and would get
along well even outside of work.
Because of the increase in demand of company product the plant manager decided to
bring in consultants to determine if production could be increased without physical
expansion. The consultant recommended that changing the physical layout of the
transport department because it did not facilitate efficient traffic flow through the
departments. After implementing the new layout, productivity increased throughout the
plant except for the transportation department which began to decline. The plant
manager spoke to the works, but was unable to articulate the problem. Mr. Wilson had
a meeting to the plant manager to discuss the dilemma. They talked about provision of
raised and blackmailing but ended the meeting with no solution to the problem.

III. RELEVANT CASE FACTS

Founded by John Wilson
Known for production of small wooden toys
Started out as a hobby as a carpenter, John Wilson realized his toys could be
marketable in the time where plastic toys and battery operated is made and began his
production.
Company grew and become successful overtime; It has low turnover rates with good
wages and fringe benefits
Transportation Department, a highly productive department which at one time
surpassed all of the departments within a year in production. There is low employee
turnover and the eight people in the department held their position for two years.
Transportation department is responsible in creating car and truck toys in the
production line. Each employee has complete has all the tools and equipment needed
in their work stations to complete the job. Four workers make cars in the morning
while the other makes trucks. System was reversed in the afternoon to reduce
monotony.
Upper management allowed to each department to determine its own process and
methods as long as the workers were filled on time.
The transportation department rearranged its eight workers in a circular way. In that
arrangement the members converse with each other and kept each other informed of
their work habits and productivity. They are not just only high producers but also get
well outside work.

III. RELEVANT CASE FACTS

Plant manager hired consultants to determine if productivity can be increased
without physical expansion because of the high demand for production capacity. One
of the recommendations is for the transportation department. Their physical layout did
not facilitate efficient traffic flow since it was located between the wooden block and
painting department.
Consultants recommended re-arranging the work area of the transportation
department into eight individual areas to facilitate traffic flow. They viewed that the
departments productivity as having the potential for substantial improvement. The
plant manager agreed with the assessment and rearranged the workstations during
the weekend.
Two months after, the transportation departments productivity obviously declined.
The plant manager spoke to all the members hoping to find some answers however
the members itself could not explain the problem. They only know that something
changed besides the physical arrangement.
Mr. Wilson asked the plant manager for explanation on the declining productivity. He
responded that they members might not have adapted to the change of the work area
layout. He also recommended that a raise might be the answer. Mr. Wilson did not
believe that it was the reason because rearrangement was also done to other
departments and they increased their productivity. He thought that the transportation
department is just doing it for them to gain attention and have a raise.