You have recently been promoted and transferred to a new manufacturing facility as Production Superintendent. In this position, the Department Heads of all six manufacturing departments report directly to you.

There is no question that you are the "outsider" coming into a position that many of the local employees feel should have gone to someone in the existing organization. Obviously your challenge is not only to learn the new facility, do you job, but also develop a good relationship with everyone in the facility and continue to improve the productivity of all departments under your responsibility..

This particular manufacturing facility has operated for over 50 years and many of the employees are long-term employees with the company. In addition, a real "family" culture exists amongst the employees. As in most families, everyone is ready to come to the defense of a family member if necessary.

Situation

Your management style has always been MBWA (manage by walking around) therefore you make at least one daily tour of the manufacturing areas. During one of your daily walks a particular maintenance repair catches your eye. What caught your attention was the poor quality of a pipe weld in a critical process line.

Matter-of-fact, you feel that it is of so poor quality that it needs to be redone correctly. Based on your past experiences and technical knowledge you know that you have every right to feel the way you do. The maintenance department does not report to you.

How do you handle the situation?

You know that your observation will not be well received because it obviously will reflect negatively on the welding skill of a particular maintenance employee and his supervisor. Overall, you recognize that your observation will not be viewed positively by the rest of the organization; mainly because it's coming from the "outsider" whom they do not know very well. On the other hand, you know you are right and must do something.

Questions

Should you be another "good guy" and ignore the situation hoping that someone else will notice it and take action? Or should you do something? You decide that the alternative of "not doing anything" is not acceptable.

What do you do? Discuss in detail the issues involved.

What plan of action will you use? Discuss in detail your plan of action and how you will implement your plan of action considering the employees involved and the organization in whole.

Additional Information

You are now aware that the welder involved is a long-time employee and an active member of the Union.