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Case study odct
Trojan Technologies Inc. is a wastewater disinfection technology company that was established in 1977 with three staff members. In the following decades, Trojan opened new offices, launched new UV disinfection systems, and saw significant increases in sales and staff. However, issues arose with no defined roles or reporting structure, lack of training, and poor coordination between departments. To address these problems, Trojan proposed restructuring the organization with specific job roles and departments, a formal training system, and improved communication and coordination to enhance customer focus and experience.
Case study odct
- 1. Trojan Technologies Inc.A case studyMembers-Amol KhadikarCol. GSP RajuCol. Girijesh PandeyKanishka ChakrabortyLavanya RajManoj kumar SinghParswati DasShashidhar ShenoySourabh Mittal
- 2. History1977: Trojan wasestablished with a staff of three with the goal of developing a viable UV wastewater disinfection technology.1981: The first UV disinfection system (System UV2000TM) was installed in Tillsonburg, Ontario.1991: The Second UV disinfection system (System UV3000TM) was installed and sales around $10 Million. 1993: Issue of IPO on the Toronto Stock Exchange and Branch office was established in the Hague, Netherland.
- 3. Continued…….1994: Launch ofUV disinfection system (System UV4000TM) and construction of new head office with sales exceeding $20 Million.1995: Branch office was opened in California. 1997: Sales revenue increased more than $50 Million and staff size became 190.
- 4. Sales of Differentproducts in 1997
- 5.
- 6. Actual and Projectedsales after 1997
- 7. Customer interaction processQuote/bidprocessConfiguration of project structureProject shipment and system installationTechnical support and warranty claimsParts order processing
- 8. IssuesNo defined jobdescription and dual roles
- 9. No clear reportingsystem
- 10. No formal trainingsystem
- 11. Anyone who hadsome experience in one technology was considered as Specialist
- 12. No CRM inplace
- 13. Loosely defined departmentswith no coordination
- 14. Customers need tointeract with at least 4 different departments during various stages
Editor's Notes
- #10 Decentralization of organization into “well-defined” departments like Installations, Customer Support, Product Engineering, Marketing, Sales, etc. Opening up of dedicated regional offices with each having relevant departments of their own. Suppose the region has high sales – then only a installations and customer support. Each having specialized teams for municipal/industrial and residential UV products.Once clear cut teams are established, we need to facilitate co-ordination between them by having a central database/knowledge sharing portal where everyone shares their knowledge and ‘best-practices’Now that teams are established and co-ordination is established, there should be clear job-description for each role and juggling between roles should not be allowed.There should be a formal induction/apprenticeship in place where new-joinees are given complete training and hands-on sessions regarding their future rolesInspite of all these changes, employees will be motivated to work if their growth plans and opportunities available are clearly communicated.
- #12 Since these are huge changes, these need to be communicated to the entire organization well in advanceThese changes will lead to concern and fear among employees about lay-offs and salary cuts. Hence, assuring that these changes are for the betterment of the organization will assume importance. Refer next slide for this2. These changes will also be flexible enough to sustain growth for the long term. Hence, there should be a long term growth plans with target markets segments defined