Change management is important for organizations to adapt to changing business needs and maintain a competitive edge. Proper change management helps avoid losses, additional costs, and risks. It is defined as how a company plans and implements changes to internal and external processes. Significant organizational changes can be challenging and require cooperation across departments. Common reasons for failed change management include not properly analyzing stakeholders, validating solutions, communicating changes, or establishing governance and risk management processes.

1. Title
Change Management
CVBU Pune

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The Need for Change in Organizations. Change as a survival tactic -- if the organization does not keep pace
the changing technology, consumer demands, and effective business processes, they will lose their competitive edge.
If we do not do proper Change Management then we will not only loose the business, but will incur additional cost and
Risks.
Change

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•Start on a solution before the underlying problem [that requires the change] is fully understood
•Don’t spend time on systematically analysing the people and styles that are involved
•Jump to a solution to the problem(s)
•Don’t validate the proposed solutions
•Don’t plan for certainty
•Don’t communicate what is happening and why
•Don’t define measurable outcomes and way-points
•Don’t put strong governance in place, particularly around dependencies
•Don’t deal properly with Risk and Contingency
Change management is defined as the methods and manners in which a company describes and implements change
within both its internal and external processes.
Significant organizational change can be challenging. It often requires many levels of cooperation and may involve
different independent entities within an organization. Developing a structured approach to change is critical to help
ensure a beneficial transition while mitigating disruption.
Some of the common Reasons for failures
Change Management – Common reasons for failures

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Change
Man
Machine
Method
Material
4M Change

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Do not just induct person. Verify atleast basic qualification and match with your
requirements.
Train for sometime for quality system requirements related to that operation
Handhold for some time by supervisor
In between supervision is mandatory
Process qualification for special process operators eg welding, painting, Heat
treatment etc
Alert to in process and final Quality inspectors
Man
Speak out
for every change

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If only similar machine( VMC- VMC or HMC- HMC) is added/ changed
Ensure axis calibration
Ensure same program is copied
Ensure same tools are loaded
If some other machine is added/ changed (eg.-VMC- HMC)
Ensure axis calibration
Redo FMEA and establish required controls and checks
Validation of entire operation in terms of consistency is must (Cp/Cpk)
Machine
Speak out
for every change

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If only same fixture/ Tooling is added/ changed
Ensure the calibration of Tooling before use- Add history card
Ensure validation by conducting Cp/Cpk
If some other fixture/ Tooling is added
Ensure the calibration of Tooling before use- Add history card
Redo FMEA and establish required controls and checks
Validation of entire operation in terms of consistency is must (Cp/Cpk)
Method- Tooling
Speak out
for every change

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If only same gauge/ inspection fixture is added/ changed
Ensure the calibration of gauge/ inspection fixture before use- Add history
card
Ensure validation by conducting MSA
If some other gauge/ inspection fixture is added
Ensure the calibration of gauge/ inspection fixture before use- Add history
card
Redo MSA and establish required controls and checks
Ensure measurement correlation with TML
Method- Inspection gauge/ inspection fixture
Speak out
for every change

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Validation of entire operation in terms of consistency is must (Cp/Cpk)
Do layout inspection to ascertain effect on other parameters
Additional points for sub supplier change
1.Sub-supplier’s quality system audit plan, Actual, Closure of actions.
2.Machined part process audit plan, Actual, Closure of actions at sub-suppliers end.
3.Quality gate implementation at sub-supplier end.
4.Incoming inspection at your end and corrective actions
Method- Layout/ Process Sequence/ Sub supplier
Speak out
for every change

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Method- Packaging & Logistics
Validate before finalizing the change in the mode of packaging or transportation
Get the revised packaging sign off
Speak out
for every change

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Get the raw material from approved/ recognized sources
Get the raw material certification
 100% inspection of crack before use +spark and spectra for Bars
 Do not use alternate/ similar grade without complete metallurgy check
Material
Speak out
for every change

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Alert to every person within organisation
Alert to TML by submitting 4M change request form
Do not proceed without approvals
Check at every stage
Add special check at Quality gate/ Firewall
Separate identification is must
Use SRM Collaboration portal for uploading PDIR
Additional Precautions
Speak out
for every change

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• PRR (< 15 days for closure)
- Problem Resolution & Reporting
• MSA Score (>80)
-Manufacturing Site Assessment
• PPM ( <100)
-Parts Per Million
•Strategic
Supplier
Strategic Supplier of TML

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Let’s Do It

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