Cleaver's Sausage House lacks communication and coordination between departments, which has led to problems with cash flow, annual spending, and readiness for a new MRP software system. A cross-functional task force is recommended to assess if MRP is the right solution, address employee concerns about change, and build cooperation and trust between departments. Successful implementation will require involvement from the CEO and department managers to overcome resistance to change and allow Cleaver's to achieve growth, survival, and cost reductions.

1. A Case Study
about how
Cleaver’s Sausage
House will
Benefit from
Material
Requirements
Planning

2. Cleaver’s Sausage House
• Materials Requirement Planning
Increase in
cash flow
Decrease in
annual
spending

3. Cleaver’s Sausage House
• Success of the
company
• Traits Needed for
success
• Potential growth
is endless

4. What is the Problem at
Cleaver’s Sausage House?
• Lack of
Communication
• Lack of Internal
Coordination
• Lack of Teamwork

5. Cleaver’s Sausage House
• Relative Problems
Small size of
company
Lack of cross-
functional
teams

6. Recommendations for Success at
Cleaver’s Sausage House
• Delay launch of MRP
software system
• Organization not
ready for change
• Assemble cross-
functional team
• Conduct team survey

7. Recommendations for Success at
Cleaver’s Sausage House
• Address fears,
concerns and values
• Training and
development
• Raise organizations
level of confidence

8. Resistance to Change at Cleaver’s
Sausage House
• Self-Interest
• Lack of
understanding and
trust
• Uncertainty
• Different
assessment and
goals

9. Implementations to Reduce Resistance
to Change at Cleaver’s Sausage House
• Communication
• Education
• Participation

10. A Call To Action for Cleaver’s
Sausage House
• Cross
departmental
task force is
needed
• Jayden
Anderson, CEO,
involvement is
critical
• Department
manager
involvement is
critical

11. A Call To Action for Cleaver’s
Sausage House
• Is MRP the right
solution?
• Get task force
involved in
assessment
• Establish
cooperation,
understanding,
and trust

12. Why Change?
• Growth
• Survival
• Decrease in overtime
• Reduction in operative
costs
• Quality Of life

13. Conclusion
• Successful
relationships
• Avoid confusion
and
misinterpretation
• Eliminate fear and
misjudgment
• Raise employee
morale

14. References
Daft, R. L. (2012-2014). Management. (11 ed.). Mason, OH: South-
Western, Cengage Learning
Diehl, G.W. & Armstrong, A.J. (2011). Making MRP work. Industrial
Engineer. Retrieved from Kaplan academic search premier.
McDonald, S. C. (2009). Materials Management: An Executive's
Supply Chain Guide. Hoboken,N.J.: John Wiley & Sons.
Weiner, B.J.: A Theory of Organizational Readiness for Change.
Implementation Science 2009, 4:67