PRESENTED BY C.G.MISTRY ASQ ORANGE EMPIRE SECTION 0701 SEPTEMBER 11, 2018

Transcription

1 MANAGING CHANGE

2 MANAGING CHANGE PRESENTED BY C.G.MISTRY ASQ ORANGE EMPIRE SECTION 0701 SEPTEMBER 11,

3 AGENDA INTRODUCTION TO CHANGE TYPES OF CHANGES INITIATING CHANGE TOOS NEEDED TO CARRY OUT THE CHANGE SUCCESSFULLY IMPEDIMENTS TO CHANGE EXAMPLES 3

4 CHANGE - INTRODUCTION What is change? Why change? Who is responsible for change? Consequences of status quo 4

5 WHAT IS CHANGE MANAGEMENT Change management is a collective term for all approaches to prepare and support Individual Teams, and Organizations in making Organizational Changes. 5

6 WHAT IS CHANGE MANAGEMENT Change is an ongoing process. Approach to managing change should be continually evaluated. It must be refined and adjusted to keep up with changes in technology, environment, corporate strategy, and people involved. 6

7 CHANGE MANAGEMENT DRIVERS The most common change drivers include: Technological evolution Economic Crisis, Pressure from new business entrants, Acquisitions and Mergers Regulatory changes, EPA, FDA etc. Organizational restructuring. It includes methods that redirect or redefine the use of resources, budget allocations, or other modes of operation that significantly change a company or organization. 7

8 MAJOR TYPES OF CHANGES PRODUCT CHANGES PROCESS CHANGES ORGANIZATIONAL CHANGES 8

9 MAJOR TYPES OF CHANGES PRODUCT CHANGES PRODUCT CHANGES Brand new product in the market Upgraded existing product Alternative product 9

10 MAJOR TYPES OF CHANGES PROCESS CHANGES PROCESS CHANGES Plant layout change Acquiring new equipment Opening a completely revamped or similar plant elsewhere 10

11 MAJOR TYPES OF CHANGES ORGANIZAIONAL CHANGES ORGANIZATIONAL CHANGES Implementing a changed strategy Organization buyout, expansion regionally or internationally Change of head of the institution (CEO, President, Owner) 11

12 INITIATING CHANGE Identify the change elements Promote Sense of urgency Matter of survival Communication Top Management Commitment Stakeholder identification and onboarding Planning 12

13 TOOLS FOR PROCESS CHANGE MAJOR TOOLS ORGANIZATIONAL IMPACT ASSESSMENT TRAINING NEEDS ANALYSIS STAKEHOLDER ANALYSIS PERFORMANCE CURVES 13

14 ORGANIZATIONAL CHANGE IMPACT ASSESSMENT Organizational Change Management Capability Assessment identifies opportunities to improve key pieces of organizational change management: Cultural Readiness Leadership & Management readiness Organizational Knowledge Change Management Skills Toolkit & Templates Process Discipline KPIs & Metrics 14

15 TRAINING NEEDS ANALYSIS Training Needs Analysis (TNA) is the process of identifying the gap in employee training and related training needs. Training can be described as the acquisition of skills, concepts or attitudes that result in improved performance within the job environment. Training needs analysis looks at each aspect of an operational domain so that the initial skills, concepts and attitudes of the human elements of a system can be effectively identified and appropriate training can be specified. 15

16 TRAINING NEEDS ANALYSIS RESOURCE REQUIREMENTS SME Availability to train Impact on the production line while individuals are being trained. Facility requirements for training training rooms, A/V equipment, Training Material Printed materials, note-books etc. Purchased books, videos etc. Electronic files, jump drives Meals and refreshments 16

17 TRAINING NEEDS ANALYSIS BENEFITS of TNA Speed up the transition of adopting change Reduce the risk and impact on the business and ensure that your people are not only prepared for the change but fully equipped Help the trainee to achieve his goals and dreams in life. TNA is very crucial to conducting a successful change. 17

18 STAKEHOLDER ANALYSIS WINNING SUPPORT FOR CHANGE Why Use Stakeholder Analysis? A stakeholder-based approach gives you four key benefits: Getting support for the projects and remove barriers Winning Resources Building Understanding Getting Ahead of the Game 18

19 STAKEHOLDER ANALYSIS CONDUCT A STAKEHOLDER ANALYSIS Step 1: Identify Your Stakeholders Your boss Shareholders Government Senior executives Alliance partners Trades associations Your co-workers Suppliers The press Your team Lenders Interest groups Customers Analysts The public Prospective customers Future recruits The community Your family Key contributors Key advisors 19

20 STAKEHOLDER ANALYSIS Prioritize Your Stakeholders Key Stakeholder Groups Sub Teams or Individuals Impact Current Adoption Future Adoption [low, medium, high] [low, medium, high] Manufacturing Name of Individual or dept. Low Unaware Awareness Quality Management Name of Individual or dept. High Ownership Ownership Facility, Maintenance Name of Individual or dept. High Unaware Awareness Scheduling, Planning Name of Individual or dept. Low Unaware Awareness Procurement Name of Individual or dept. Low Unaware Awareness Key Customers Name of Individual or dept. Low Unaware Awareness Key Suppliers Name of Individual or dept. Low Unaware Awareness 20