ST Kinetics Case Study
ST Kinetics Ltd. is a subsidiary of ST Engineering which specializes in land systems and specialty vehicles. The organizations’ headquarters is based in Singapore while clients spread over 40 countries.
It is a large, highly structured and informal organization carrying out complex operations such as designing and manufacturing land systems and specialty vehicles. Employees range from young adults to seniors with at least secondary school education.
ST Kinetics aim to provide increased productivity of businesses in the earthmoving, road construction and goods distribution industry while helping maintain the peace of nations.
The five core values of the company are:
1) Integrity – Strictly abide by the company’s rules and regulations at
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Three years ago, the manager in the In-house quality department handled a special case with an employee with special needs. At sixty years old, a technician working in the In-house quality department had to amputate his leg due to his diabetes. The technician was then put on paid long-term medical leave. After some time, his medical leave depleted away and his leave became unpaid.
During the time after his surgery till when he was on unpaid leave, the manager of his department and a manager from human resource visited him periodically to understand his situation. The technician was feeling down and low ever since he had the surgery. He feels that he is unfit for work at the department and wanted to quit working.
Being a good director/leader, the manager did not give up on him. He visited him frequently to motivate and encourage the technician to return to work. At the same time, he negotiated for potential positions in other departments for the technician with help from human resource. However, after a few weeks, no department wanted to take the handicapped technician in. The manager then decided to carry out what no managers would usually do, reinvent and organized the technician’s current job
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The manager reorganized the job scope so that the job that require walking around, the inspection of components, is distributed among the rest of the able-bodied technicians. The supportive administrative work such as the closing of entries, job done and labor hours were assigned to him as they require minimal walking. The special technician was also handled core work such as the control of measuring instruments.
After six months and with the constant encouragement from the manager, the technician returned to work. The manager sent the technician for a basic computer course as he foresaw in his plan that the technician needed to further his computer competency skill for his new job scope. The manager also closely monitored the new system to ensure that no issue arises.
A few months ago, the said technician reached the retirement age of 62. However, the company values his contribution and has renewed his employment contract, extending another two
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