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Assessmen Asses smentt 3 – Project Duration: Trainer will set the duration of the assessment.
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Procedure Part A
Using the scenario 1 information supplied, the student will conduct an implementation review. The student will then consult with a union representative and General Manager to receive input and develop a revised communication plan. The students will action the revised plan by delivering a 15 –20 minute information session to employees. Finally, the student will consider making final revisions to the communications plan and overall project plan and seek approval from the General Manager. 1.
Review the workplace information for Fast Track Couriers.
2.
Following the communications plan provided in Appendix 6, develop a survey to gather feedback from employees.
3.
Meet with a union representative (your trainer) to receive and discuss the results of the survey. Anticipate possible resistance by this stakeholder and promote your plans to gain acceptance. Ask for additional input to help you revise your change management communications strategy.
4.
Draft revised communications plan and overall project plan (from Assessment 2 Part A) in consideration of barriers identified through consultation process (with your trainer acting as a union representative) and those identified in risk analysis provided in Appendix 5. Highlight strategic elements in your plan which you will deploy to gain trust and acceptance of change. Ensure you consider the needs of all stakeholders to gain support for planned changes.
5.
Meet with General Manager (trainer) to discuss ideas for revised communications plan and overall project plan based on feedback.
6.
Discuss the needs of all stakeholders. Discuss creative technique, activity or tactic you will use to gain trust and acceptance in the 15 –20 minute information session you will deliver. Ensure you anticipate possible resistance by this stakeholder and promote your plans to gain acceptance.
Develop a plan for a 15 –20 minute information session for truckers. Include an outline of what activities you will be doing, how long and how the activity will achieve the goal of employee acceptance of change process. Ensure you anticipate possible resistance from these stakeholders and plan to overcome resistance.
7.
Deliver session to employees (your trainer/other people enlisted by the trainer to perform in the role of employees). Ensure you take a consultative approach to the session and invite participation, questions, input, etc. and ensure you incorporate a creative technique, activity or tactic in the session.
8.
Make final revisions to your communications and overall project plans based on feedback and consultation (save these as separate documents to previous d rafts). You may need to consi der changes to communication activities, training activities, and rollout of changes. Consult with GM (trainer) to ensure changes are approved.
9.
Submit all documents to your trainer as per the specifications below. Ensure you keep a copy of all work submitted for your records.
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Part B
Based on Scenario 2 part 1 provided, you will develop an implementation plan to embed a new process. Based on Scenario 2 part 2, you will need to amend your plan to ensure success. 1.
Turn to the scenario 2 ‘implement an innovative process’ (Appendix 3).
2.
Review ‘Part 1 – Implementation’. Examine all aspects of the new process to be implemented.
3.
Develop action plans for 1) transition, and 2) communication. In each action plan, include:
4.
a.
activities, objectives, measures (KPIs), timeframes
b.
activities to promote the process and sustainability
c.
activities to reduce any negative impact on people
Develop at least two contingency plans related to possible implementation issues you foresee in relation to activities in your action plans.
5.
Review ‘Part 2 – Follow up’. Examine implementation issues and failur es.
6.
Amend your action plans and contingency plans to address implementation failures.
7.
Develop a schedule for evaluation and continuous improvement. Include regularly scheduled:
8.
a.
evaluation activities, regularly repeated over a suitable timeframe
b.
evaluation activities to capture learning from all work activities
c.
activities to embed learning into work processes
Submit documents to your trainer as per the specifications below. Ensure you keep a copy of all work submitted for your records.
Your tasks (Specifications) Part A
You must submit copies of:
one survey drafts of communications and overall project plans to indicate review of plans (including highlighted strategic element/s) planning and support documents for your 15 –20 minute information session (such as a plan for the session, PowerPoint presentation, handouts, and a creative activity for gaining trust and acceptance of change process)
Your trainer will be looking for:
knowledge of change management process
knowledge of components of change management project plan
knowledge of specific organisational requirements from the scenario
knowledge of potential barriers to change from the scenario
knowledge of a range of techniques for embedding change and gaining trust
leadership skills to gain acceptance of plan and gain trust
innovation skills to develop creative ways of getting people to accept change
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planning and organising skills
problem-solving skills to respond to barriers to change
project management skills to implement change management strategy
teamwork skills to consult with relevant groups for input
verbal communication skills to describe and promote change management plan
Part B
You must provide:
action plans for transition, communication
two contingency plans related to transition and communication action plans
amended action plans and contingency plans based on data in part 2 of the scenario 2
evaluation and continuous improvement schedule
Your trainer will be looking for:
application of quality management and continuous improvement theories to planning and scheduling activities application of creativity and innovation theories to scheduling evaluation and continuous improvement
application of organisational learning principles to continuous improvement planning
application of sustainability practices to planning/revising plans
analytical skills to identify improvement opportunities based on data in the scenario
demonstration of creativity skills to think laterally and identify improvement opportunities to revise activities based on data in the scenario demonstration of learning skills to develop options for continuous improvement from data in the scenario
Appendix 3 Scenario 1 – Task: Fast Track Couriers Pty Ltd It is the end of the financial year and one month into the implementation of a change management strategy. You are hearing that the i mplementation has not achieved the employee’s trust, understanding a nd support
that you expected and is essential for success, particularly among truck drivers. You are an external change management consultant employ ed by Fast Track Couriers to revise the communications strategy. You have been asked by the General Manager to develop and deliver an innovative and more effective communications plan. Following the communications plan (provided in Appendix 4), you will need to evaluat e the management of truck drivers through the change management process. Develop a survey to gauge trucker opi nion on the following ten dimensions of employee satisfaction: Dimension
Description
Training
Adequate for role?
Role Clarity
Are roles and responsibilities clear?
Trust
Do employees trust the change management (CM) process and management?
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Evaluation
Is performance fairly measured?
Leadership
Is leadership adequate and does it inspire confidence?
Communication
Is communication clear and two-way?
Procedures
Are there clear and effective procedures to follow?
Recognition
Is performance recognised?
Diversity
Are individual differences valued and appreciated by Fast Track Couriers?
Team work
Is team work encouraged and promoted?
Once you have completed the survey, meet with the union representative (trainer) to d iscuss results and get additional input. Draft a revised communications plan to conform to the identified risks in the risk management analysis. After you have gathered input, meet wi th the General Manager (trainer) to discuss your suggested revision of the communications plan. You will then need to implement the revised plan. Part of the revised communications plan will include a 15 – 20 minute information session that you will deliver to the employees.
Goals FTC has the following goals for the Change Management strategy:
Goal A: Implement PDA/GPS usage (productivity function) on truck fleet in the first quarter of the 2012 financial year. Goal B: Implement one person/truck policy using automatic lift gates in the first quarter of the 2012 financial year.
Achievement of these goals should increase net profit in the next financial year by $200,000 due to increased efficiencies and increased business. Goal A is essential to the business to ensure (in the following order of importance): 1.
Most efficient use of resources to cover market needs. Management will look at more than the raw hours spent on job and consider all factors such as job difficulty, traffic conditions in order to optimise fleet usage.
2.
Job performance measurement for training needs.
3.
Recognition of outstanding performance (bonuses for exceeding targets; advancement/ leadership opportunities).
Goal B is essential to the business to ensure:
Most efficient use of resources to cover market needs.
Reduced need to hire external truckers a nd use present employees as much as possible.
Reduced possibility of lifting injury.
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Scenario 2– Implement an innovative process Part 1 – Implementation John Jones, a Production Manager at A. C. Gilbert, has developed an idea for improving efficiencies in the manufacturing process at A. C. Gilbert. The idea came as a result of the innovative ideas program, and John has successfully trialled the program on one line in the processing plant. The program has been evaluated and found t o be successful, and you are now in t he process of implementing the program company-wide.
Overview of the program The goal of the program is to increase productivity, reduce waste, improve sustainability, and reduce errors on production lines by 20% by allocating specialist team members to individual lines. A secondary goal is to reduce staff turnover from an average of 32% per annum to 20% per annum, thus improving the skill levels and efficiencies of the plant and reducing costs in recruiting and training new staff. Production staff and process workers will be divided into five different teams. Each team will be responsible for the manufacturing of five product lines. Team members will only work on their specialty line, and rosters will be altered to ensure adequate staff on each line during the 12-hour production cycle. This may involve changes to staff rosters, in some cases by implementing 12-hour shifts, but will not impact on earnings or result in the loss of any hours of work. John also suggested involving teams in goal and objective setting for their own product lines. Each month they meet to develop production and error rate projections for the next, with a goal to continuously improving both rates to achieve a maximum of 4% error rate and a 40% increase in productivity within 24 months. Current error rates are at 22%. To incorporate this change, production lines will be closed for 48 hours for re-tooling. During this period, staff will be re-trained in the production of their designated lines by shift supervisors. Training required will include technical training, motivational training and quality control procedures along with goal and objective setting workshops.
Costs It is projected that the costs incurred for the change will be: Development costs ●
Initial trial
$150,000
Implementation costs ●
Re-tooling the production line
$1.2 million
●
Training
$20,000
●
Loss of productivity
$50,000
Ongoing costs ●
Initial errors and reduced productivity
$150,000
Anticipated savings By implementing the above measures the following savings have been budgeted: ●
savings of $300,000 per annum in staff turnover costs
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●
savings of $1 million per annum in lost productivity and errors
●
savings of $200,000 per annum in service and repairs costs to equipment.
Benefits and concerns During the trial, a number of advantages and concerns were identified. There were initial fears that staff would become bored and complacent, continually producing the same lines. Analysis during the pilot found that, after the first week, staff became quite ’proud‘ of their output and felt a degree of ownership for the lines they were responsible for. Morale improved in a ’team’ environment.
Employees were initially reluctant to participate in setting their own error and productivity targets. They tended to over-estimate the percentages and did not wish to commit to large improvements. Managers feel it will take some time and training in understanding the financials and operational reports for them to set realistic targets. Many employees lack formal education and some have limited English, which was also a n area of concern when trying to involve them in what they perceived to be ‘management decisions’. This style of management is a huge change in the workplace. Most employees were used to being lectured for making mistakes, rather than encouraged to participate in decision-making and feeling like they have some ownership of the process and outcomes. There is some reluctance and anxiety involved as a degree of resistance from some long-term employees, who feel they are being asked to d o a management job and should be paid accordingly. Management fear there could be some industrial relations implications. Other concerns revolve around productivity levels during the transition. It is understood that it will take some time for employees to operate at full productivity, as they will be working on new production lines and different products. Concerns that deliveries won’t be met a nd customers disadvantaged is a key concern for management. From a technology standpoint, the new production lines will be faster and more efficient. However, the current service technicians are used to the old lines and lack the experience to service and maintain the new equipment. It is possible that breakdowns could impact on production targets.
Part 2 – Follow-up Make the following assumptions: ●
●
The new program has been in place for eight weeks with the following outcomes: ○
productivity has decreased by 8% to 66%
○
delays on the line have increased by 10%
○
waste has increased by 10%
○
error rates have fallen by 2% to 20%
○
15 out of 300 staff have resigned since the new program was introduced, including two shift supervisors.
After 16 weeks: ○
productivity remains at 66%
○
delays on the lines have improved and are now at pre-change levels
○
error rates have remained steady at 20%
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○
●
staff levels have remained steady.
The following comments were raised at a staff forum held two months after the implementation. ○
New machines are very different, training was not sufficient.
○
Employees feel that figures don’t mean much to them – they are struggling to understand what % rates have to do with their day-to-day workload.
○
Employees understand the importance of sustainability, but have no idea how to apply sustainable practices to workplace or amend own work practices to make them more sustainable.
○
New rosters have been unpopular with some employees.
○
12 hour shifts were introduced to keep teams together but they are causing difficulties for staff with regards to managing their families.
○
Longer shifts are also resulting in people becoming tired and making errors.
○
The OHS representative is concerned that injuries might increase as a result.
Appendix 4– Progress of implementation The project manager has prepared the following progress report: Green: Completed Amber: In progress Red: Not completed Reporting element
Measures
Status
Change goal
Goal A: Implement PDA/ GPS
RED
usage (productivity function) on truck fleet in the first quarter of the 2012 financial year. Project management
Delivery of project activities as
Overall status:
per project plan for each stream
Stakeholder Management
People
GREEN
Process
GREEN
Technology
GREEN
Structure.
GREEN
Stakeholders engaged and
RED
comfortable with current Change Management- Assessment Task 3
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