The ethical issues concerned with the operations management decisions of the IMC plant
This is an ethical rich context case study of a large Indian operations plant, which, from the western perspective, revolves around the questions of safety and humane physical working conditions defined as basic human rights. Similar cases with localized and duplicated problems are widespread in urban and rural areas in developing economies.
They are evidence of the ethical norms, risks, and discomfort experienced. Because of ignorance, employees take many risks in the workplace which the management has the moral responsibility as examples to provide safe working conditions. The argument is a tradeoff between performances, profitability, and safety costs while appreciating improvements that solve cultural and managerial problems toward a new vision.
The maintenance strategy at the plant and suitable alternative methods
The maintenance strategy requires a preemptive and regular maintenance plan under operative and maintenance personnel. That is because of the underlying policy of buying cheap components and spare parts and waiting until they break down to begin diagnosing the breakdown. Condition-based maintenance should not be integrated into the culture or environment, but the use of specialized support that fits well into the environment and culture. Therefore, changes could follow the list of a long list of priorities according to the staff and population safety and other requirements.
Ethical priorities in making improvements at the plant
Ethical priorities should be rational to improve the plant by addressing deficiencies and negligence of the company, responsibilities to the local population, and employees using the “Effective Analysis and Failure” mode techniques with external help. That is in addition to the priorities associated with environmental issues, staff safety, and legal requirements with associated tradeoffs to make the plant operation sustainably improved. The underlying rationale is on societal priorities, employee welfare, population, and staff safety which are desirable or not essential.
References
Mountney, S. (2003). Case 10 Indian Metals Corporation. In R. Johnston (Ed.), Cases in Operations Management (3rd ed., pp. 38–39). Prentice Hall.