Managing Change in Organisations

Master of Business Administration assigning Programme Title University of Wales MBA (Project instruction) Student Full Name Raji Shakirudeen Damil atomic number 18 Student STU consider STU32417 Student Email Address emailprotected com Module Name Managing heighten in Organisations Word Count 4273 words Submission Deadline 16 July, 2012 TABLE OF circumscribe CHAPTERPAGE CHAPTERS CHAPTER 1 TASK 1 3 5 * Introduction3 * Nature and eye socket of Change3 * Major Drivers of Change4 CHAPTER 2 TASK 26 10 * bring out Issues and Ch altogetherenges6 * foregather plan 9 CHAPTER 3 TASK 311 14 * Change writ of execution 11CHAPTER 4 Task 415 16 * Change success 15 * last 16 REFERENCES 17 CHAPTER 1 TASK 1 1. 00INTRODUCTION Background useable wastes come with a lot of live and it is generated in many forms at heart an in operation(p) trunk. The endeavor of any profit making cheek is to increase customers values and yet minimize the waste. Aim and twist The assignment voli tion advert fields that leave be compelled by the meat military operation watchfulness TPM as an proceeds to the hold uping coiffeion. It impart prove the key contents and benefits of TPM execution.It does also seek to outline the scope of the re sight, trans doing with key issues and providing actions plans exploitation relevant homunculuss. The assignment depart evaluate the neuter mannikins operation during the capital punishment phase, cake in milestones the channel success and append adequate feedback on success enter. 1. 10NATURE AND SCOPE OF CHANGE Meeting work targets will not be enough any more(prenominal)(prenominal) to judge drudgery writ of execution if records of customer complaints, rework or defects, over payoff, over processing, delayed breed, gay and equipment breakdowns, administrative delays caused by the bureaucratic setup and dispirited team spirit. broad(a) cognitive operation way TPM is an exerciseive work tug with nine k ey components that is knowing to completely re-engineer the musical arrangement, integrate functions and take functional expertise into the value human universes process. In particular, it is focal pointed on supporting frontline personnel and frontline leaders to get rid of useable waste that will guarantee the optimization of exclusively manufacturing and issue processes. The TPM keystone descriptors to be used argon 1. Autonomous Maintenance This pillar aims to emend equipment reliability through equipment cargon. . Planned Maintenance This is a abuse by step process for improving facility primary(prenominal)tenance. 3. Education and pedagogy This pillar enhances focused knowledge and capability building. 4. Focused Improvement This pillar put ups a structured method to make out and prevent problems. 5. Early Management This pillar is directed towards the development, design and slaying of new technology and schema that will cope with the future. 6. Quality Mai ntenance This pillar aims to create a establishment incapable of producing grapheme defects. . Office This pillar focuses on ensuring topple and error free business processes. 8. gumshoe Health Environment This pillar aims to ensure elimination of unsafe behaviours and conditions. 9. pitch factory This pillar focuses on LEAN Thinking specific tot on the wholeyy applied to logistics commission. NCE Introduction (2009, pg 8) 1. 20MAJOR DRIVERS OF CHANGE Key drivers of transmute argon listed and described as fol milds Improved exertion performance Production performance is greatly bear upon by incessant mould and human breakdown.It will be necessary to implement a ecumenical shift charge programme and strategic maintenance steering system to improve the system. Re-engineered Inventory worry Factory inventory track system has been poorly managed, thereby impacting on consumables and sp atomic number 18 parts guidance. Maintenance wariness system is undermined or sometim es moved as a turn up of poor inventory control. Inventory attention needs to be re-structured to rush up the active system processes, by providing an utile system application tracking software that will eliminate the threat of delay and let loose productivity.Optimizing logistical management Raw materials stock management continues to be affected by after-hours deliveries and poor stock management system. Production plans are disrupted, performance volumes are not met and consumers are faced with products scarcity. Early management is overtopd and implementation of a comprehensive system application tracking software that will re-structure the logistical management system to cope with limiting magnitude activities. Minimised operational cost Defected products are separated during production and routine caliber opposes.Products are also return from markets for quality campaigns, thereby resulting to rework and reprocessing which will increase the operational cost of producing a product more than ones. Total quality management system will be required at the shop floor. Customer delight Series of customer complaints seduce been enter on products defect, short counting, late deli genuinely and products scarcity. Scarcity provides the advantage to competitors to stuff the vacuum created by our ineffectiveness and poor operational management. Market ripeningMarket projection wee arrangementn a steady 10 % per year increase, which means that the total business will be tripled in the contiguous 10 years (MBS, 2009). This forecast has proven to be realistic and achievable from the growth trend recorded in the past ten years. NCE written document (2009) Total performance management system will enhance manufacturing and production performance, positioning us for the future opportunity. Excel in compliance Factorys vivacious quality, caoutchouc and environment system standards and guidelines are currently managed independently.As these system s are interrelated, they will be integrated into a single management system. This will onlyow a simplified process for compliance, auditing and improved focus on the specific compliance aspects. Government policies moldiness be in full adhered to enjoy an enabling environment and imbibe best practices within the organisation. Creating free-enterprise(a) advantage Part of the main drivers of switch over is the presence of a solid competitor that is working hard to take over the market. In the novel world of advanced technology, trade secrets pilenot be the only advantage that mustiness be possessed.All competitive gaps that are created must be closed by ensuring availability of quality products to the market, delighting consumers at affordable price. Improved marketing strategy will be appropriate. CHAPTER 2 TASK 2 2. 00KEY ISSUES AND CHALLENGES This chapter is expected to identify and define major issues and challenges that possess resulted to the coevals of operational waste. The cause and effect analysis (Fishbone plot) will be adopted to define the major problems, cerebrate will be fulfilld applying the affinity chart that will aid reason related issues and identify the major causes of the problem through Pareto.Problem Definition running(a) wastes lose been recorded in so many forms across all major departments. Waste is not anymore limited to tangible and animal(prenominal) objects, but has spread deeply into key aspects of insouciant operations. Failure to meet production target is a major waste, which can result to miscellany magnitude production cost, products scarcity and quality issues hereby posing a huge risk to the system. Brainstorming What are the major causes of available waste that have been determine in the system?Collective cerebrations are highly need at this stage of problem solving, where key players with common objective lens insight and come up with pool of ideas or suggestion that could lead to the genuin e cause of operational waste. After a long brainstorming school term and thorough investigation, the transfigure management team have come up with list of possible causes of operational waste generated from log sheets across the departments. The separate contains different member from different school of thought, which have resulted to the initial generation of a large list of possible causes of the challenge.The list was streamlined at random and major possible causes where picked and listed in the table below clay Failure deprivation of operational knowledge Increased production cost Customer compliant Rework / Defects Production targets failure Weak quality management system Lack LEAN learning ability low-down logistics management silly inventory management Ageing equipments Low production take & performance Raw material variation Finished product late delivery Poor production output Manual operations Poor maintenance management system Less commitment & Engagement Defect ed products Equipment Breakdowns Safety issues Poor converse Poor mindset / Behaviour Network breakout & Failure somaure 2. 0. 01 Random selection of major problems The Affinity diagram will help regroup and sort listed problems into related categories in the 6Ms format as illustrated below People Machinery Ageing Equipment Low production output Poor operational knowledge Less commitment Low production performance Safety issues Poor production output Poor communication Poor mindset / Behaviour Manual operation Equipment breakdown solid Raw material variation Rework / Defect SystemPoor logistics management Production target failure Late delivery of finished products Checks / Control Poor maintenance management Network happy chance Weak quality management Increased production cost Process System failure Lack of LEAN mindset Defected / Rejected products Customer complaint Poor inventory management Figure 2. 0. 02 Affinity chart for Operational waste position major causes The prob lems illustrated in the affinity chart in figure 2. 1. 01, shows a list of possible causes of the problem, categorising them into key six major categories that could be the summary of the possible causes of the problem.The cause and effect diagram will provide a clearer picture and additional insight to further link the possible problems from individual sources showing the potential primary and secondary source of the problem, based on the findings of the alternate team. The major problems have been cl premature identified and linked into respective(a) sources in a cause and effect diagram as shown in figure 2. 1. 02 below, it is imperative to analyse further the frequency of circumstance of these problems using Pareto. The referring log sheet shows the rate of recurrence of some problems more than the opposite(a) and distinctly defines the effect on daily operations. Figure 2. 0. 03 Cause and do diagram for operational waste Figure 2. 0. 4 Pareto chart for operational waste Referring to the Pareto chart above in figure 2. 1. 03, it shows clearly that low production output and production target failure have deceasered more frequently than low production performance and others with same frequency of occurrence. The occurrence of most of the listed problems seem on the high side and needed to be treated as such, having recorded low incidence on problems corresponding manual operation, raw material variation and network disruption which should not be underrated, has it is assumed that most of the major problems recorded could have triggered them as remnants.This invariably indicates that when the bigger problems are completely re exploitd, it takes care of the ones with low occurrence. The machinery category is the highest contributor of the operational waste, ranging from the machine condition to operations, but seconded by the people category that have in actual sense contributed the largest make do of the problems that have made the system unhealthy . Checks, system and process category have their own share in terms of occurrence recorded, this makes it difficult to ignore any of the listed problems no matter how little, because it could develop to a complex and pestilent challenge that will take longer time to solve.Operational waste action plan Prepared by Change management team. Summary Operational waste has been generated across the 6 categories of challenges recorded in the organisation, translating clearly the areas that require swift response to change and service. The problem solving techniques adopted have identified the root cause of the operational waste and the major area that requires c formerlyntration. It is imperative to prepare an action plan to tackle the listed challenges. Solution The main goal is to implement Total performance management TPM into all functions as the solution to operational waste. 2. 10ACTION PLAN Goals pulses Responsible Target DateTo provide a unique maintenance strategy (Autonomous an d planned maintenance). achieve daily operational follow at the shop floor, weekly operational review at the management level to track improvement and report fall uponments. key weekly maintenance plan and execution. Measure line performance and efficiency a dupest set target. OperationsOperationsManagement January, 2013January, 2013January, 2013 To lay more emphasis on personnel pedagogy and development. Get training feedback from trainees. Subject trainees to knowledge checks and exercises. furrow personnel improvement against line performance. Use performance evaluation to appraise personnel. HR January, 2013 To improve in quality management system. Provide in-line quality checks system. Record defects and check out the root cause. Embark on monthly market visit. Record masses sampling quality. Communicate quality status monthly. Quality assurance January, 2013 To be safety conscious at all time Commence SHE reflectivity and report area weekly safety status. Perfo rm random safety checks. Carryout monthly safety drill to check and re-communicate awareness. Operation / Management January, 2013 To let on early management approach. Provide detailed template on early management programming. Provide feedback from early management plan and communicate the achievement on implementation. Management April, 2013 To implement LEAN thinking, system and mindset. Outline system layout in LEAN notion and map out areas according to compliance. Track awareness level in all staff. Check LEAN mindset reflection in reporting and follow-up. Report cost saving from LEAN implementation. Operation / Management. July, 2013 To focus more on unceasing improvement. List areas of uninterrupted improvement, outline changes and business advantage. Compare changes originally and afterTrack improvement get ahead against global objectives. Operation / Management. November, 2013 Fig 2. 1. 01 Action plan for the implementation of TPM CHAPTER 3 TASK 3 3. 0 CHANGE IMPLEMENTATION Change implementation requires strategic and logical approach which can only be analysed using basic change management representatives that clearly describes the steps to effective implementation of change. The change implementation will be evaluated in more than one change management influence to better outline the model that will be more effective to this particular change implementation. Kurt Lewin and behind Kotter models of change management will be critically evaluated as the fillings for the implementation of TPM. The models will be compared to properly decide on the best option the managers can adopt during implementation.Kurt Lewin pretense Lewin (1951) Model erupts simpler overview of change implementation, although it is assumed that conditions exist because of competing forces that are in equilibrium. To effect any change, the force must be adjusted. Cited by F. Ashton Blog (2010) Change or Transitional Refreeze Unfreeze Lewin model comes in 3 stages viz. unfreeze, change or transition and refreeze. The idea is focussed at the implementation of change in an organisation that is already accustomed to a particular mindset and ideology. Existing mindset, ideology, system, attitude and performance TPM fully integrated as a guide to excellent performance. instruction execution of Total performance management Fig 3. 0. 1 Lewin Change model Kotter Model Kotters (1996) 8 steps model of change is a top down approach that provides a wider range for change implementation. This change model is linear and it predicts the change processes in steps that identify loading areas that should neer be neglected if a change where to be effective. Fig 3. 0. 02 Kotter Change model Source The Change Management Blog (2009) Model Comparison At the world-class stage of Lewins model of change, lead comes up with the unfreeze strategy that will alter or take away the existing system practices.It targets the root cause of the problem, by providing t he best speculation using the force field analysis to factor out the pros and cons in the lead considering implementation. Unfreezing is carried out at the leadership level, based on assumptions from the analysis. Unlike the origin stage in Kotters model that clearly emphasise on the need to first establish a sense of urgency from top-down, by carrying along all members of staff from the inception of the change implementation, sharing with them the reason change is necessary at the time and also help to identify the protagonist and antagonist to the change. Although the force field analysis applied in unfreezing stage also consider the driving and refraining force for the change, but it is clearly based on assumptions.The Kotters model starts change communication from the first step of implementation, where preliminary information have been provided for all to brainstorm about, not streamlining it only to the leadership. The second step is aimed at constituting a powerful nuclea r fusion reaction that will form the formidable, experienced and result focussed change management team. Rather, in Lewins model change management team are selected are at earlier stage based on managements decision. Creating a vision for change is the third step in Kotters model, where all the ideas, thoughts and brainstorming that have been collected by the change management team are streamlined and integrated into go withs objectives and vision. Perhaps no idea is foolish and the collective enquiry to solve major issues gives employee the sense of ownership and esponsibility towards achieving the collective goal. Lewins model distorts an existing system with the intention of introducing or improving a system. This idea and vision comes from the management, who have practically analysed the major problems based on their experiences and knowledge of the companionships objectives. The transition stage, which is Lewins second stage for change pattern provides the actual implementa tion of change. This stage is the roll out phase of change to all employees official launching. This stage seems to be the hardest as the existing ideology, mindset and processes are unfrozen either to extinguish or stipulate to a new system.The precaution of the unknown and resistance may be recorded. That is why Kotter and Lewin emphasise more on communication at this stage. conference becomes the tools for change campaign. At this stage consecutive training and coaching is very key to acceptability and embrace. Kotter identifies communication as a mean solar day to day affair and ensuring that antagonist are converted and the supporters are retained and develop to live the change. Lewins transition stage encompasses communication in all forms. Perhaps might take more time than anticipated to achieve the level of borrowing needed, it requires consistent coaching and training to get the buy-in of all employees.Kotter insist that after communication have been initiated, thou gh it is a continuous process but will definitely meet some culs, ranging from the unacceptability, fear of the unknown, structures that do not support the change and the vision. The fifth stage identifies the major deadlocks and provides the right approach to solving them. Lewins transitional stage give a lot of room for neglect of some major deadlock identification, hereby living some elements like virus behind, that could develop to mischance in the future or even hinder this change process. Lewins last stage is the refreezing stage, stability establishment is the main objective once the change has been effected and accepted as part and parcel of the system. The intention is to strengthen and reinforce the change implementation, allowing for full integration by all functions.The new change is freeze and continues to varan progress of implementation, bearing in mind that change will be continuous and can never be permanent. Theoretically, Lewin target the adjustment of the forc e field to adequately buy-in employees to acceptance and embrace of the change. The change is integrated into the companys structure and system and refreezes as the new outlook of the organisation. Part of the reason the Lewins model could take more time to be fully integrated is the lose of comprehensive practical application that influence acceptance. It is important to target a feedback mechanism that will encourage a swift change embrace.Kotters sixth step encourages the need to create a short-term wins that will motivate employees further. Employees deserve first hand information on the benefits recorded so far to elevate their confidence and also management to gain more support from all. The best way is to set milestones where employees achievements can be celebrated and recognised. Kotter believes in continuous improvement, that is his main model in the seventh step. Change cannot be cast on stone that will not require further improvement it requires building upon to achieve upper limit effectiveness. The short-term win has various advantages, part of it is the opportunity to see other areas that need improvements and explore other options to achieving set objectives.Lewins refreeze does not show the required detail to record areas of further improvement, because the mindset of the employee already frozen(p) on the refreeze syndrome. Managers should consider the Kotters model as it also adopts the concept of refreezing, but in a different manner. He believes that when change is oarlock completely into the system, it should become parts and parcel of the organisation, like a rewrite constitution that have been adopted, but requires further improvements. It re-emphasises the need to continuously maintain the support of the management and all employees to avoid falling back to the initial problem. TASK 4 CHAPTER 4 4. 00 CHANGE SUCCESSTo assess change management effectiveness, leadership needs to focus on measuring the progress of the change implemented to ensure they are moving on the right direction. To achieve this effective implementation, milestones and tax are required to effectively esteem the progress and performance of the change. The performance measures are categorised in 7 stages namely 1. Internal Performance Assessment. When change is assumed to be completely implemented, the organisation needs to be certain of these assumptions. The reason they involve an independent native audit team to track change implementation progress, using the qualitative and quantitative supervise approach in determining the level of compliance.Employee change appraisal survey is forwarded to all functions to get the right feedbacks. Individual functions will be audited and informed of areas that still require more attention, compliance and improvements. At this stage, the organisation is certain of the level of compliance and areas that requires more concentration before the pre-assessment and full assessment that will be carried out b y foreign auditors. This usually takes about 3 months before pre-assessment. 2. Performance Assessment. It is important that a pre-assessment is make after the first nine month of change implementation to effectively measure the level of compliance and adherence to the new change.The force of each pre-assessment must define the status of the change as to what the goals are , where we are now and where we are going. The pre-assessment must also measure individual progress using a five-level commitment scale to monitor the commitment level of employees during implementation and then choose specific strategies to help individuals progress through the five levels. Level 1 Awareness Measure the level of awareness in all functions. Level 2 credence Measure level of acceptance. Level 3 Application Measure scientific discipline level of employees. Level 4 Adoption Measure level of acceptance and reflection in employees daily activity. Level 5 advocacy Share and accept feedback amongs t employees.The full assessment (gate opening) will be done six month after pre-assessment certification and correction of other identified areas of improvement and a yearly post-assessment will also be carried out. 3. Perform Customer Satisfaction Survey This is the next step of assessment performance provide a gauging mechanism to monitor customer satisfaction as a tool to benchmark with acclaimed internal operational success. Feedback is vital from the customers and are closely monitored, recorded and acted upon immediately. This is a continuous exercise. 4. Measure the Volume of Defects We cannot blur from the fact that perfection is nearly impossible, but we must put measures in place to track and check level of amount of rework or defected recorded compare difference with the previous system.System must be in place to ensure that defects are be recorded as they occur and subjected to root cause analysis to check if we still maintain equaliser problems and follow is the recti fication. Key performance indicator KPI is to see reducing trend in the volume of defects generated over a period of time, showing the function of improvement. 5. Measure the Volume of Failed Changes When measuring success rate of changes being implemented, we must be able to define what is and what is not a successful change, and the criteria being used for each definition. SMART (specific, measurable, achievable, relevant and timely) criteria must be in place where changes are reviewed for success.The KPI is to see the level of compliance increasing, showing the character of improvement. 6. Measure the Services Performance Service performance is wide to measure in one piece, so functions shall have a different KPI to measure their performances which is then cascaded to the organisation. Internal and external auditors perform assessment exercise to check impact on indicators, compliance and adherence to the operational documents. 7. Calculate the rejoinder on Investment The main purpose for the implementation of Total performance management is to delight our customers, create competitive advantage and enhance operational performance. The change implementation comes with cost and it must also beget unusual financial benefits.We must measure and record the saving generated across all functions. Source Mark, S (2008, pp 2-8) 4. 01 CONCLUSION To reduce operational waste to an unexceptionable state, the introduction of Total performance management is the solution. We have defined the major causes and the possible solution to be implemented. Solution comes with measures and deadlines, if achieved will provide the positive benefit that is targeted. The benefits from change implementation are targeted to continuously meet companys objectives in delighting customers satisfaction, creating competitive advantage and compliance. The objective is to maximise profit at the best minimum cost.Measure, milestone and deadlines are in place, which are guided by the applica tion of renowned change management models to ensure the right approach to introducing a new change conforms to the companys culture and objectives. Effective application of the control and monitoring mechanism to track effective transition as illustrated in change measures have enabled the changes to be effective. We have tracked and recorded minor deficiencies which are a result at the acceptance stage of TPM have since been resolved. unequivocal feedbacks received from customers and remarkable records of decreased customer complaints, because of the new quality management check in-house that has guided quality production output. REFERENCES Woolnough, M. , 2009. Glossary for Nestle continuous excellence NCE document, Nigeria Pg 2 3 Ashton, F. , 2010. Lewin Model (K. Lewin, 1951). unattached from http//www. ashtonfourie. com Blog (Accessed 6 July 2012) Kotter, J. , 1996. lead Change. Available from http//www. mindtools. com (Accessed 6 July 2012) Mark, S. , 2008. Measuring success - Ideas on how to show that real benefits are being delivered, Fox IT, Pg 2 8 Holger, N. , 2009. Change Model 3 John Kotters 8 Steps of Leading Change. Available from http//www. change-management-blog. com (Accessed 13 July 2012) Lewin Model. Available from http//www. change-management-coach. com. 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