Achieving manufacturing excellence through structured processes

​The 6 stages to be aware of on the journey of organisational change, and what makes a continuous improvement program successful.

David Byrum, the Regional Managing Director of Kepner Tregoe, and Neil McGregor from Human Synergistics, outlined the 6 stages on the journey of organisational change, and highlighted tools and methodologies that can be implemented to successfully progress through each stage.

The phases of organisational change are stagnating, transitioning, transforming and sustaining, can be characterised by these 6 stages:

1. Denial - no need for change

• Just fix it

• Focus on your job only

• No individual development

• No performance feedback

2. Non-Responsive - that's the way it is

• No need to improve

• No need to develop

• Limited performance feedback

3. Compliance - focused on today

• Get it right by the book

• Don't rock the boat

• We better clean up - there's a visitor coming

4. Efficiency - Incremental improvement focus

• Technical development of managers only

• Performance knowledge is available

• Daily discipline for problem solving

• Operators are only required to know how

5. Strategic Proactive - Operators seconded to CI roles

• Technical development for all

• 'Why' we do things discussed

• Delivery of step change in performance

• 360 degree performance feedback

6. Sustaining - CI is everyone's job

• Information sharing company wide

• Future focus

• Customer and all stakeholder focus is proactive

• Everyone encouraged to be their best

In addition, it was highlighted that for a continuous improvement program to be successful, the following points must be recognised:

• every shift is important

• every minute of every shift is important

• everyone has a role to play

• commitment to consistency in everything you do

• discipline

• critical few focus

• drive for excellence

The session was very relevant given the current economic climate on how significant gains can be achieved without significant capital outlay.​