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StanCraft Analysis Danielle Lo Bianco

StanCraft Analysis Danielle Lo Bianco. The future of StanCraft as in the past lies in our passion for design, performance and above all customer service. . StanCraft’s History. Stanley Young.

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StanCraft Analysis Danielle Lo Bianco

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  1. StanCraft AnalysisDanielle Lo Bianco The future of StanCraft as in the past lies in our passion for design, performance and above all customer service.

  2. StanCraft’s History • Stanley Young “natural genius for boats and a capable builder and designer” -Sydney Young • StanCraft’s first Boathouse on Flathead Lake, Lakeside Montana in 1933. • Since the beginning Stancraft has been successful and sought after for their designs, general repairs, restorations, maintenance and storage for their clients.

  3. In 1970, Stanley sold the company to his son, Sydney Young and wife Juliette . • Following the birth of both of their children the company moved the company to Post Falls Idaho in the early 1980’s. • Sydney is known for revolutionizing the bottom of the StanCraftboats. • Second Generation: Juliette & Sydney Young “ There isn’t an exact formula but there’s a mind set to how we do the bottom’s of these boats, it has the tendency to have them ride level and ride soft.” –Sydney Young

  4. In 2009, Syd’s daughter Amy Young and son in-law, Robert A. Bloem took the helm of the StanCraft company. • Robert has taken the company to new levels in: technology, performance and design. • Third Generation and Current Owners: Amy & Robert A. Bloem “ I’ve really tried to bring technology and the latest and greatest things” –Robert A. Bloem

  5. Interview • Chad Bixby Service Manager Monday August 8th, 2011

  6. Structural Frame • Goals of the Organization • Customer service • Continue to build quality and innovative boats while keeping the • foundation of the past. • Grow as a company and in profits.

  7. Roles and Company Structure Robert & Amy Bloem Owners Marketing & Sales Finishing Manager Service Manager Building Manager Rigging Manager Operating Crew Operating Crew Operating Crew Operating Crew

  8. Turn Over Rate “The work is harder than most employees expect.” –Chad Bixby • The operating core has a high turnover rate due to employees under • estimating: • the level of perfection and detail expected in StanCraftboats • the hours needed to meet deadlines

  9. Authority and Power • Robert Bloem • Position Power • Information and Expert Power • Reputation Power • Personal Power • Alliances and Networks • Access and Control of Agendas • Managers • Position Power • Information and Expert Power • Access and Control of Agendas

  10. Meetings “Meetings are extremely informal and hopefully once a month.” -Chad Bixby • Rigging Manager • Building Manager • Finishing Manager Boat schedules and projections on current projects deadlines. • ChadBixby- Service Manager • How far along is the boat? • How much more needs to be done? • Will it meet the delivery date? • What do we need to do, to meet the delivery date?

  11. Human Resource Analysis • Diversity within the Organization • Education • Only Robert and Chad have their degrees in the Marine Industry. • Age • 20’s-50’s • Ability and Expertise • Carpentry • Upholstery • Electronics • Engineers • Airbrush/Painters • Constructers • Salesmen • Secretaries

  12. Conflict “ We have a small crew that is usually tired and cranky, so tempers flare but thankfully we all share a common goal.” – Chad Bixby • Management Each Departments manager handles conflict differently; some address and solve the problem where others ignore. • Employees • Some employees like to create and look for controversy then exploit it. • Some employees let conflict role of their backs. • Some employees take it personally.

  13. Small Groups and Informal Cliques • A few of the employees have bonded over common activities. • Employees are too busy to form cliques. • Most social aspects of the employees lives are left at the door.

  14. Informal Hierarchy of Power • Some Managers may feel that their department is more important than others, however Robert makes it clear that all departments are equally important to the success of the company. • This entitlement does cause occasional conflict between departments.

  15. Work Socializing • Boat Shows

  16. Political Analysis • Authorities Communication to Partisans Overbound Management “If you are both going to end up at the same destination at the same time and the end result is the same, let the employee do what he wants.” –Chad Bixby • Inappropriate use of power by top down control.

  17. Partisans Communication to Authorities • Espoused Theory • The managers are always there to hear the needs or problems of the employees. • The managers are always willing to hear new and creative ideas. • Theory-in-use • Overbound Management • “My way or the highway”

  18. Bargaining and Negotiation • Employees • Boat Shows • Overtime • Management • Deadlines and Delivery Dates • Customers’ Needs

  19. Allocation of Space • Robert and Amy each have an office. • Each Department has their own Bay for production.

  20. Symbols of Power • Robert and Amy have the only exceptions to the conformity: • Uniform • Schedule

  21. Networking and Building Coalitions • MarketingStanCraft boats as a lifestyle • Gozzer Ranch • Owner’s Club and Events • StanCraft Gear and Store http://www.gozzerranchclub.com/

  22. Symbolic Analysis • A. Morale “ You can physically look at someone and tell they have been working a lot of hours and they are tired out.” – Chad Bixby • Job on Schedule = High Morale • Job off Schedule = Low Morale

  23. “ We will go to whatever means necessary to make our customers happy.” – Chad Bixby • Core Values • The Customer Always Comes First • Boat’s delivery to customer’s home. • Boat is broken in the middle of the lake on Saturday. • Changed mind in the middle of a boat’s design. “Ultimately it makes sense, just sometimes they way we go about it doesn't. But the end result is that the customer is happy, so I guess it’s worth it.” – Chad Bixby

  24. Hero Both convey and embody the core values of Stancraft. • Stanley Charles Young • Historically • Rob Bloem • Visionary • Innovative • Aggressively pursuing new clients

  25. Ceremonies • Christmas Party

  26. Myths, Stories and Fairytales Are told by owners, managers and employee of: • History • Past Inventions • Past Designs • Customers

  27. Conclusion • Recommendations • General Manager • Communication board for each bay • Employee In/Out tracking system • Regularmeetings formed with conjunction to structure • Posted check off lists for employees and managers

  28. Personal Impression • Sold on the lifestyle • Would want to work for them • Impressed by product and production

  29. Thank You Chad Bixby

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