Trouble at Tessei

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Trouble at Tessei

Terubo Yabe, the newly appointed Director and General Manager of Tessei is tasked with reviving the 669-person subsidiary of East Japan Railway company which cleans bullet trains. The leaders have made multiple attempts to fix Tessei’s managerial control and monitoring problems, but none has been successful. Yabe seeks to adopt a new creative approach to address the problem.

Some of the critical challenges facing Tessei include customer complaints, employee recruitment and high turnover, and operational mistakes. Customer complaints are caused by the high expectations that Shinkanshen passengers have of Tessei Company. Worth noting, the customers received high-standards services such as perfectly clean spaces which were well-coordinated in seven minutes. Besides these, the clients expected that they would get the forgotten items on the train, which was impossible. Additionally, the customers complained about unkempt bathrooms on the train. The 7 minute standards order put the employees under pressure, yet most of them were above the age of 40, inexperienced or new. This makes it difficult for them to do the cleaning in a standardized yet rushed manner. The time was barely enough to clean all the available coaches. The result of this is that it led to frustrations and lack of motivation among employees, which explains the high turnover rates.

As regards operational mistakes, Tessei was forced to come up with ways to reduce costs as much as possible. The expenses were weighing in on them, and if they failed to take action, they would have been out of business. To do this, they resulted in reduced use of soap in the cleaning process. The issue de-motivated the employees significantly and they ended up leaving the company. Whenever employees tend to leave an organization at high rates, it weighs in on their human resources. Some tasks end up not being completed because of the shortfall of workers. If the issue is not addressed hastily, it can permanently affect the company, leading to closure. Managers also feel the effect because they experience a shortfall of manpower in their respective departments.