Title: Unit 11 Case Study
Course: SUST 1013 Introduction to Sustainable Resource Management > Section: SUST 1013 Introduction to Sustainable Resource Management

Unit 11 Case Study

Unit 11 Case Study (20 points)

A manufacturing company has approached you as a sustainable resource management expert for recommendations on their current system of operations. Read the company description to the right. For this assignment:
- Name four major goals for improving the efficiency and/or operational effectiveness of the company.
- For each goal, list action steps in the approximate order you would expect to prioritize and implement them.
- List likely sources of information for each issue you would like to see changed, each service and/or internal operation you would like to see updated, each supplier or material resource you would like to assess.
- If you foresee any potential barriers to implementing the strategic actions needed to reach your goals, list these and discuss tools and/or methods for overcoming these barriers.
- Explain the costs/benefits you project will be involved with your recommended changes.
- Detail ideas or methods for evaluating the effectiveness of your plan.

Save your work on your computer, and turn it in using the Dropbox found on the course home page.
Boing Boing: A mid-sized manufacturer (60 employees, 4 buildings at one site, 50,000 total sq. ft. for administrative, manufacturing, finishing, warehouse/shipping operations) in central Illinois

The Boing Boing rubber ball company has been in business for nearly 40 years and has seen many changes in their industry and their own local practices in that time.  At one time, Boing Boing employed more than 80 employees, but during the last decade, updates in machine technology and the slowed economy have greatly impacted their labor pool.  Their output of rubber balls has remained steady in spite of the downward trend in the overall market, only because their leadership team was able to negotiate a contract to supply the core inside tennis balls to a tennis ball manufacturer downstate.  In spite of fewer employees, and due to the foresight of the owners/managers, the material output of the factory has remained steady over the last several years.  An estimated ½ of Boing Boing’s employees are “old timers” who remember the good old way of doing things, and the other ½ are relative newcomers, fairly open to looking for and implementing newer ways of conducting business operations.

Factors that have impacted the profitability of the business have included the high cost of energy for their manufacturing processes, and the fluctuating cost of shipping their finished products.  Additionally, the global sources of raw rubber have seen drastic changes in supplies, with South American farmers abruptly slashing down their rubber plantations to replace them with palms for palm oil.  As some have given up rubber farming, others have come into the business.  Although their product is not as high quality as the more experienced producers and therefore, requires more energy to process into a quality end product, this newer/dirtier supply of rubber is more readily available and cheaper than the older sources of higher quality rubber.

Costs for daily operations include local infrastructure/basic services costs such as water, sewage, natural gas for heat, hauling expenses for garbage, etc.  While some of these costs are fixed and beyond the control of the organization’s managers, others may be favorably impacted with internal operational adjustments or negotiations for tailored services/contract agreements with local providers.