Risk Analysis and Identification Case Study INSTRUCTIONS: Please read the case below and come up with a SWOT analysis, Risk Register, and Risk Matrix for the Exotic Motor Car Company (EMCC) case. Please use all resources available to them and the SWOT analysis should focus on the exotic (foreign, expensive, niche) car industry based on current industry status. Car industry current status can be observed at Hoovers.com or via other industry web sites. EMCC designs and assembles exotic automobiles. There are five models in their product line; A highperformance, two-seat sports coupe and a drop head (convertible); A high performance four door sedan; A five door, touring shooting brake (station wagon); A five door rover designed for off-road use. EMCC is known for outstanding quality, reliability, relatively low cost of operation, and customer support. Their work force is fiercely proud of its products and is tightly bonded within its various work groups. Nowhere is this more evident than its motor fit-check facility in Central City. Central City site is where all motors for all models are shipped and put through a rigorous fit-run-check process that includes specification check (emissions, torque, etc), run test, dynamic-balanced tuning, and other complex routines before the motor is shipped to either the North Prairie site (40 miles north of Central City) where the sedans and shooting brake are assembled or to the Mountain View site (58 miles to the south of Central City) where the two seat sports cars are built. Once at the appropriate site, the motors are installed in the appropriate car. Technicians are the best in the industry. They are loyal to EMCC products, despite periodic strikes and occasional acrimony with EMCC management. Technicians have developed long-standing personal friendships. They help each other and there are lots of off work activities involving each other's' families. There are several active employee resource groups and a highly successful diversity council. The Central City site has been in place for 50 years and many of the workers have tenure in the range of 25 - 35 years. The workforce at Central City, using Lean+ and Six Sigma methods was able to reduce the fit-run check cycle time from two weeks to three hours (an industry breakthrough). Given the success of this activity, EMCC management has decided to close the Central City site and move fit-run check process to car-side where the motor is placed in a queue for direct installation in the appropriate vehicle at the appropriate site. There will be a 25% reduction in force (licensed transportation workers, expeditors, and related skills). The remaining workers will be reassigned to either the North Prairie or Mountain View site. This move will break up most of the long-standing relationships among and between workers and force many workers to commute long distances to work on already heavily congested freeways. The union has filed an Unfair Labor Practice (ULP) and is threatening a strike. EMCC is maintaining that the Management Rights Article of the current bargaining agreement allows such a move. Although EMCC is emphasizing the positive aspects of the move, employees are going through the grieving process and seeing management as, once again, being duplicitous