metric s used by Sleek Motors in comparison to other branches

metric s used by Sleek Motors in comparison to other branches

Sleek Motors is an automobile company specializing in the production of cars but has recently embarked on the production of the first electric car. After a year of being in production, the management seeks a performance evaluation on the progress. Through performance evaluation and statistical analysis, details of the success of the project are precise. The essay aims to establish the role of control management in such a vital sector of production and see how, when used effectively, can achieve the desired goals. The analysis will look at different metric s used by Sleek Motors in comparison to other branches and challenge the standard specifications by studying them carefully to determine whether or not they are working. Besides, this, the paper discusses the role of control in business as well as its characteristics

Control in business refers to a management function that allows business owners to check for errors to find solutions and come up with mitigation measures. Monitoring aims to minimize deviation and ensure the achievement of production goals within the set deadlines. Modern businesses use control in disaster management, where they apply these concepts to predict actions and begin preparing for the disaster before it occurs. Part of control entails laying down the standards, setting performance, and observing the activities in performance. These essential conditions make it possible for observation and comparison of actions to see which pones yield better results. Control is also the function of a business that adjusts operations when the need arises to maintain a set oath in achieving goals, but still, maintain functions of different systems within the time frame. Control work hand in hand with operations in that the degree of interaction between the two such that objectives define which takes more presence at any given time. It is the function of the control department to ensure there is stability within all aspects of production regardless of any fluctuation that may occur. Even when adjustment is required, services are not negated but altered a little bit with the same objection and outputs.

To accurately identify control, there is a need to recognize its key characteristics, which are; control is an end-to-end process. The end justifies the means in control, and as long as the output is right, the process is acceptable. It is a continuous process that follows up on operations from beginning to the end on a loop. Control compares planned performance vis a vis the actual performance to find out what creates the gap and what possible solutions are available to bridge that gap. It identifies errors and mistakes in the execution process and works around stopping those errors before more damage occurs. Through control, management easily monitors performance, which is essential in minimizing costs. Whenever inconsistencies emerge early enough, they are corrected and save the organization a lot of financial loss. Finally, control compares performance against set standards. Without a reference point, it is challenging to establish the viability of a process. Hence, management benefits from this department by monitoring and evaluation of the process.

As a manufacturing company, Sleek Motors needs to be concerned about the performance of electric cars for various reasons. Firstly, it is to understand how to optimize the success of the process from beginning to end. Analysis this results sets a clear path to optimally design an operations strategy that best flows in the desired direction. Following these trends, the management understands how the production is taking shape and identify at which phases they can best maximize success and how. At the end of the project, they can go back to the drawing board and look at achieved and unmet goals as well as irrelevant expectations. It is through this process that the irrelevancies are entirely eradicated, and necessities emphasized. Performance evaluations make way for improvements. Sleek Motors need to know the particulars of each metric of production and know where to improve. The cost of manufacturing is proportional to the training time, and when such parameters are not interlinked, the company makes losses. Hence the requirement for evaluation, appraisal to balance all the metrics. One size does not fit all. Therefore performance opens up avenues to adapting changes where necessary. Sleek motors cannot use the same scale for all metrics. This categorization is why they need to conduct a performance analysis to fit different aspects together and see what works best for them as a manufacturing company. Performance is essential to solicit the opinions of every stakeholder in the production. Both the customers’ feedback and that of the crew is important, and it goes a long way in adding to the success of the electric car. Different perspectives highlight areas of traction and improvement and draw attention to specifics that would otherwise go unnoticed. The success of the electric car depends on how Sleek motors takes into account feedback tom customers and those working on it.

The standards of production in such a large scale production are bound to fluctuate often. The manufacturing cost per is understated as the actual price is higher in four branches. Control needs to look at what causes these vast differences, especially in Kansas City. The manufacturing cycle fits into the standards. Sleek Motors overestimated the hours and can cut down the time to an average of 13. the expected yield set the foundation to know whether the project is successful. Anything the minor deviations in cities averagely estimates the set mean. The yield is impeccable being the first year of production, as most company’s fall way below expectations.

Koenigsegg and Ligotto town need a lot of investigations to find out why the defective rate is so high. There could be a potential mechanical, resource, or technical gaps leading to the problem. The average production time works in comparison has a manageable marginal error that is within expectation. It is a good sign of production. Sleek Motors, do not give their employees credit for being fast learners as the projected training time falls below standard. This time needs to be cut down as a lot is wasted on unnecessary information. There is a bigger problem in handling shipments in Georgetown and Lingotto that the management needs to look at. In terms of safety, the safety index for employees is quite low. Manufacturing companies have a higher rate of safety incident standards as accidents happen a lot, as seen from all towns. With all these differences in rules,production remains the most affected. The company is working below-set goals. It is underachieving in all but one branch. Working environments are different, and Sleek Motors need to establish what best works for which town. This same application of metrics could be why Georgetown is far off the wagon in terms of utilization rate. Kansas City needs to be a benchmark for the utilization rate as it surpassed expectations. The company requires more control in this process. The reason why the company has significant differences in their metrics is that they use the same parameter for all their production units.much as the product is the same, the employees, working conditions, operations, and capacities are different. Designing an individualized platform for each branch will best monitor the changes and critically inform any gap.

Sleek Motors need an evaluation strategy that will make them remain in business. Control is one of the vital departments as an organization, and management stands to reap multiple benefits when applied correctly. The company benefits from more control management in each branch and assesses results based on individual sites. In addition to control, operation management is vital for an organization. In setting up specific duties and departments to work on the said metrics, any gaps are easily noted. Sleek Motors production needs to concentrate on aspects like why the return rate for cars is high, what clients think, what their employees desire, and develop goals under an umbrella of collective consultation. With this, sales increase.