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Msacmc410 a lead change in a manufacturing environment
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Msacmc410 a lead change in a manufacturing environment

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  • 1. ChangeChange is a constant element in today’s business environments. Those who canadapt well to changed philosophies, work structures and procedures becomevaluable employees.In order to manage change successfully, you first need to understand the natureand impact of change.Slide 1: MSACMC410A, Lead Change in a Manufacturing Environment
  • 2. Define the nature and impact of change To successfully effect change we need to: 1.1 Identify aims and objectives of the change 1.2 Identify opportunities for implementation of change 1.3 Determine impacts of change 1.4 Develop a description of the changeSlide 2: MSACMC410A, Lead Change in a Manufacturing Environment
  • 3. Reasons for change  increase productivity and overall performance  increase health and safety  increase market share  increase customer satisfaction  increase job satisfaction  diversify the operations  reduce or eliminate all forms of waste (e.g. time, resources and money)  improve teamwork.Slide 3: MSACMC410A, Lead Change in a Manufacturing Environment
  • 4. Defining ObjectivesEach objective must be made up of the following: Key Performance Indicator (KPI) – the measure of progress towards the aims that you want to achieve. Direction – are you reducing or increasing the KPI? Benchmark – your starting point. Target – what you want to achieve. Timeframe – how long it will take.Slide 4: MSACMC410A, Lead Change in a Manufacturing Environment
  • 5. Identify opportunities for change by: empowering work teams identifying waste mapping and auditing benchmarking.Slide 5: MSACMC410A, Lead Change in a Manufacturing Environment
  • 6. Seven wastes1. Overproduction2. Defects3. Inventory4. Unnecessary Motion5. Over Processing6. Transportation7. WaitingSlide 6: MSACMC410A, Lead Change in a Manufacturing Environment
  • 7. Value Stream MapSlide 7: MSACMC410A, Lead Change in a Manufacturing Environment
  • 8. Process map Current state You may be surprised about the amount of waste in waiting, storage and set-up in many processes. Of the 10 processes in the current state, only two add value. In this case, if batches and set-up delays were reduced and removed, the process might look like the following: Future stateSlide 8: MSACMC410A, Lead Change in a Manufacturing Environment
  • 9. Determine impact of change Consultations SWOT analyses Risk assessments Pilot projectsSlide 9: MSACMC410A, Lead Change in a Manufacturing Environment
  • 10. SWOT Analysis Helpful factors Harmful factorsInternal Strengths Weaknessesfactors • Team has good range of skills • Lack of floor space for new equipment • Current systems can accommodate • Some workers are inexperienced on new product new equipment required for production • Workers are well trained and motivated • Existing equipment meets material requirementsExternal Opportunities Threatsfactors • Jobs would be more secure • Demand for product is untested • Potential for advancement/pay and could be low increases • Production may require • Acquire new skills very short lead times.Slide 10: MSACMC410A, Lead Change in a Manufacturing Environment
  • 11. Describe the change Develop your message. Use analogies to describe change. Use success stories to motivate. Use images to describe the change. Use diagrams and numbers to describe the change.Slide 11: MSACMC410A, Lead Change in a Manufacturing Environment
  • 12. Measuring change ‘If you can’t measure it, you can’t improve it.’ How do you measure the changes?Slide 12: MSACMC410A, Lead Change in a Manufacturing Environment
  • 13. Identify Key Performance Indicators (KPIs)Identifying, communicating and working with KPI’s:2.1 Undertake liaison with managers, engineers and others2.2 Identify Key Performance Indicators (KPIs)2.3 Communicate Key Performance Indicators (KPIs)2.4 Check that data collection and processing are appropriate2.5 Raise and resolve issues related to Key Performance Indicators (KPIs)Slide 13: MSACMC410A, Lead Change in a Manufacturing Environment
  • 14. Effective KPIs are … Characteristic Explanation Up to date It is measured frequently. There is no point working with KPIs that are months out of date. Relevant Are the KPIs acted upon on a daily basis? If not, they may not be relevant to your work. All KPIs should be relevant to your work. Actionable All employees understand what to do and can take corrective action if the KPI is ‘red lining’. Owned The KPI needs to be the responsibility of the entire team or individual. Valid The KPI measures what it purports to measure.Slide 14: MSACMC410A, Lead Change in a Manufacturing Environment
  • 15. Involve othersThese are the two challenges that you face as amanager of change: What changes should be made? How can you get maximum acceptance from those who are involved?’ Donald Kirkpatrick, Managing change effectively.Slide 15: MSACMC410A, Lead Change in a Manufacturing Environment
  • 16. Liaise with key stakeholders 3.1 Identify stakeholders impacted by the change 3.2 Communicate with stakeholders 3.3 Identify and address issues and concerns of each stakeholder 3.4 Develop and/or locate information required to address concerns 3.5 Refer issues and concerns to appropriate personnelSlide 16: MSACMC410A, Lead Change in a Manufacturing Environment
  • 17. Key stakeholders Senior management Line managers, e.g. operations managers, production managers and team leaders Key employees, e.g. human resources External consultantsSlide 17: MSACMC410A, Lead Change in a Manufacturing Environment
  • 18. Affected parties Team members/leaders Production line team members Maintenance staff Warehousing staffSlide 18: MSACMC410A, Lead Change in a Manufacturing Environment
  • 19. Interested parties  Floor supervisors/production managers  Accounting/office staff  Sales staff  Despatch staff  Materials planning staff  Senior managementSlide 19: MSACMC410A, Lead Change in a Manufacturing Environment
  • 20. Communication Meetings Memos and minutes Project register Brainstorming sessions Feedback systemsSlide 20: MSACMC410A, Lead Change in a Manufacturing Environment
  • 21. Resisting changePeople resist change because they: feel that change will cause a loss of something don’t understand or agree with the need to change think that the organisation is taking the wrong approach don’t respect those who are leading the change don’t like the way change is being implemented feel that the change will create more work for them don’t think they have the skills to handle the change dislike being told what to do.Slide 21: MSACMC410A, Lead Change in a Manufacturing Environment
  • 22. Develop a strategy to help work teams implement change ‘If you don’t know where you are going, any road will take you there.’ (Proverb) This is where we: 4.1 Develop a work plan 4.2 Make information available for team members 4.3 Communicate draft work plan for comment 4.4 Assess suggested changes and incorporate where appropriateSlide 22: MSACMC410A, Lead Change in a Manufacturing Environment
  • 23. Work plan A work plan details:  a description of the change  timetable for preparation and implementation  responsibilities of all those involved  Key Performance Indicators (KPIs)  staff training needs  occupational health and safety (OHS) implications  contingency plans.Slide 23: MSACMC410A, Lead Change in a Manufacturing Environment
  • 24. Communication strategies Design and set up a noticeboard. Initiate other visual management procedures. Schedule regular meetings. Put the changes as a standing item on toolbox meetings. Set up a suggestions procedure. Conduct focus groups with employees that are affected by the change.Slide 24: MSACMC410A, Lead Change in a Manufacturing Environment
  • 25. Communication strategies cont…  Employee feedback systems.  Project briefings about proposed changes.  Toolbox talks.  Workshops.  Presentations.Slide 25: MSACMC410A, Lead Change in a Manufacturing Environment
  • 26. Draft work plan Review the changes as a group. Brainstorm to generate ideas. Use 5W2H to check the implementation plan. Respond to all feedback (good and bad). Record and distribute minutes from the meeting.Slide 26: MSACMC410A, Lead Change in a Manufacturing Environment
  • 27. Implement the change After doing the groundwork it is time to implement the workplace change program. As the leader you need to get approval of plans and support the change. You need to: 5.1 Obtain authorisation to implement the change 5.2 Implement the change in accordance with your work plan.Slide 27: MSACMC410A, Lead Change in a Manufacturing Environment
  • 28. Do’s and don’ts of implementation1 Don’t confuse techniques with objectives.2 Don’t expect that training will make you lean.3 Don’t ‘lead from the office’. Go to Gemba (the workplace)4 Don’t rely solely on ‘blitz workshops’.5 Don’t quit after failures.6 Do ensure that you have management commitment.7 Don’t ‘cherrypick’.8 Don’t think you are different.9 Don’t think you can do it yourself.10 Do think 80% is greater than 100%.11 Do ensure that you have fulltime facilitation. Slide 28: MSACMC410A, Lead Change in a Manufacturing Environment
  • 29. Monitor the implementation of change6.1 Maintain open communication channels during implementation6.2 Monitor Key Performance Indicators (KPIs)6.3 Encourage and facilitate improvement suggestions6.4 Identify areas requiring improvement6.5 Make improvements to implementationSlide 29: MSACMC410A, Lead Change in a Manufacturing Environment
  • 30. Communication skills Be approachable Listen and understand Speak clearly and directly Write to the needs of the audience Negotiate responsively Understand needs of internal and external customers Persuade effectively Establish and use networks Share informationSlide 30: MSACMC410A, Lead Change in a Manufacturing Environment
  • 31. Idea card For communicating improvementName ________________________Title ____________ Area _________Date ____________Capture your idea before it grows cold. Use this pocket card to jot down a problem you want fixed ora solution you want to test. Best results come from those ideas within your control. The worst idea isthe one not shared._____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Problem. (What do you see as a problem?)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________Solution. (Can it be fixed?)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________Estimated savings. (e.g. minutes, occurrences per day etc.)________________________________________________________________________________________________________________________________________________________________________________________________________Slide 31: MSACMC410A, Lead Change in a Manufacturing Environment
  • 32. Have you: Corrective action  identified the problems  identified the causes  identified a solution  implemented the solution  documented the solution  communicated the solution  documented the action?Slide 32: MSACMC410A, Lead Change in a Manufacturing Environment
  • 33. Sustain the result Continually redefine the support system. Expand and re-evaluate rewards system. Enhance the communication process. Identify training needs. Ensure all employees understand the continuous improvement process. Ensure all employees understand that their commitment is critical to success.Slide 33: MSACMC410A, Lead Change in a Manufacturing Environment