Change Management Report

Through an extensive cast of skills and experience, the A-Belch Group has signifi rouset engineering and design capabilities to provide a ace and bespoke first class engineered solution from design to represent. Electrical and robotlike engineering excellence Bespoke design solutions New produce educational activity programmer with continuous testing and development Quality design software product enabling precision design and compose Continuous The Group incorporates HAD Lighting, A-Belch untamed area, MAP Solutions, Electrical Engineering and Industrial Connectors.The extensive product portfolio includes the HAD unsettled area lighting range, uncivilised area enclosures, witchery, galvanising distribution panels, electrical accessories and innovative modular building service solutions. The Group is an established supplier to the UK and international petrochemical, energy, rail and construction market places. With oer 25 years experience in the energy sector, A-Belch excels in persona, price and delivery and after sales support.My berth at bottom the brass instrument is to externalise and manage the intersection of the Had cell. A-Belch is SISSIES 2008 accredited test accompaniment 1 . Part of my role is to ensure the product we manufacture is of a high type and tests the SIRS attestation requirements. Due to the highly hazardous environments our products are used in we must ensure entirely(prenominal) thieve floor operatives follow controlled drawings and SOPs for from each one build stage. See chemical bond 2 for controlled drawing. adjunct 3 is an SOP that is used by deceive floor operatives.The plane section strives for continuous feelers and all provide are support to moodyer their opinions to develop the department further. It is important that the department continuously improves in its working practices and procedure to keep up with a growing strike for our product and changing market place. As the company is IS O accredited the quality management remainss have been prepared to BBS EN ISO 9001 2008 and ISO/ICE 80079-34. My department manufacture products that are certified explosion proof lighting for hazardous area.All products are TEX and ICE certified and collectible to this a high level of quality is required during manufacture. All products are built to drawings which have been produced from certification drawings issued to SIRS the certification body. Without SIRS certification and approval no products can be manufactured. On each drawing is a list of components required is listed for the build. Along with the manufacture drawing a wiring diagram is supplied and a works pedagogics for the product. All finished goods are signed off by the production supervisor after being inspected.Each build has a check aeroplane with stages of each Job that need to be fill out and signed off by the relevant operator, these are then kept and filed for future bring up and can be used if goods are returned due to a quality issue relating to the build as I am able to diagnose which operator manufactured the unit of measurement and apply the appropriate action or complete refresher training. light upon a transfer that is required invest a form required in the workplace and explain the possible benefits of this diverseness to the organization.In vow to identify the factors that may require the company to change I have conducted a SOOT analysis See below. STRENGTHS festering company New product design Influential in the market place Loyal customers Dedicated ply Repeat business war-ridden products USPS Team moral Opportunities coming(prenominal) Product development provider redirect examinations menstruum changes indispensable to our supply of major components Additional business Current wench items move to manufactured itemsFactory expansion Increase in current widening up to millions impudently-fangled pulverisation expansion WEAKNESS Health and recou rse policies Environmental policies Lack of hazardous care in disposal Lead measure Manufacturing build issues High failure rate on some products duration Management Competitors New products released to market by competitors provider price make up Market change Double dip recession Previous product quality issues From the SOOT analysis I have identified a change needed to our current health and safety procedures relating to our potting cable cars.Changing our current potting canines and carry through this testament reduce down time and lead time, reduce yearbook cost, increase additional business and add to the growth and success of the department which leave behind reserve the company to develop in line with changes in the market place. Currently two potting machines run on a manual fulfill strategy where by each operative using the machine has to fill each hopper up by hand. In align to do this they need to stand on ladders and fill each hopper.The approve. pit ch of two(prenominal) the activator and base is KEG each. The activator is a harmful substance which can irritate the skin an eyes. Correct PEP is worn by each operative merely in that location is al ways a risk of both the activator and base splashing the various(prenominal). Manual handling is as well as a botheration as the operative must climb onto step ladders carrying the base/activator to fill the hopper. Handling and risks to each operative can be avoided by moving to an automated bulk victuals placement of rules.By moving over to the automated system the health and safety risks willing be reduced significantly as in that location will be no need for each individual to manually fill each hopper. The automated bulk give way system will be installed for both potting machines and will insist of twin pneumatically operated double acting diaphragm pumps with dip tubes and four off vent hoses up to machine mounted reservoirs. Electronic high- level sensors will be fi tted to each reservoir to automatically call-off material from the supply drum on demand and stop when the reservoir is full.Pneumatically actuated ball valves will also be fitted onto each reservoir. Approve. monetary value for this fitment EH,386. O + vat (inclusive of control recess & on-site labor to fit) The proposed move over to an automated bulked system for both machines will dilute down time slenderise lead times Improve Health and sanctuary Improve potting procedures Reduce cost Reduce the amount of space needed to store the potting compound Reduce waste at that place will also be a cost bringing to the company of approve.EH,81 5 per annum based on previous usage. This is due to the unit price of the potting compound being reduced by moving over to large KEG drums. Planning and monitoring the change State the objectives of the change in stage of their priority. At least one must be a bracing objective. Prepare an action plan for implementing the change. Explain t he technique you would use to monitor the achievement of the essential objective. The objectives of the change are as followsTo purchase and install automated bulk have system inwardly stated bud drum week commencing 16th September 2013 To have all tell on floor operatives trained on the safe use of new equipment by 30th September 2013 Priority 1) Health and Safety Improvements 2) Reduce cost 3) Reduce down time 4) Reduce manufacturing lead times 5) Improve potting procedures waste The above has been identified by conducting a SMART analysis Specific Implementation of bulk throw system for both potting machines What What do I want to accomplish?Improvements to health and safety of shop floor operatives Cost prudence see below. Why Specific reasons, decision or benefits of accomplishing the goal. Reduce down time Who Who is touchd? Potting Machine Supplier Meter amalgamate Potting Compound Supplier Greenfield Polymers Production Manager Me storey Manager SST Handmaids Shop floor operatives Divisional conductor Bob Scott old-timer administrator Brian Trench Where Identify a localisation of function. New Had manufacturing facility Which Identify requirements and constraints.Proposal of the change and cost savings/ retribution and benefits will have to be presented to higher management Upfront cost needed Current shopworn may be an issue as we use KEG drums and non KEG need to identify if we can use current drums or swap with supplier for larger ones Identify space needed this could be an issue. Will we have enough space for the bulk feed system in the new factory? Measurable How much? How many? 2 machines will be needed How will I know when it is realised in 12 months time when cost savings can be recorded Achievable How How can the goal be accomplished?A give out will need to be drafted up to highlight the benefits facility will be done by Intermix Training of all shop floor operatives will be complete by the scandalise Manager Rel evant Does this seem worthwhile? The upfront cost is expensive, however the benefits the manufacturing cell and cost saving the company will gain outstrip the cost There is also a payback time due to the cost saving of the potting compound Is this the right time?Yes, the changeover is needed to reduce downtime and to allow output to increase Completion of the new factory extension will be the best time to implement this Are you the right person? As the Production Manager for the department I am responsible for the improvements to the department Time Based When? Implementation/ generalisation September 2013 What can I do six weeks from now? consecrate off from Director Arrange Meeting with potting machine supplier to get the ball rolling Arrange meeting with potting compound supplier to tell of change What can I do today?Prepare report for Director of the benefits and cost of the bulk feed system In ordinate to proceed with the change I have prepared an action plan detailing the stages I will need to work through in order to implement the change. Action Plan Date of activity 1) Supplier Meetings Potting Machine Meter Mix Advise on how the bulk feed system will work Discuss Cost Delivery and knowledgeability date to be agreed Discuss Training of staffPotting Compound Greenfield Polymers Cost of KEG drums Can current KEG drums be used on bulk feed machines December 2012 2) Prepare report for Divisional Director Highlight cost saving Payback Benefits January 2013 See extension 4 3) Sign off by Divisional Director and Chief Executive January / February 2013 4) Supplier Meeting Agree options Discuss payment options Agree innovation date April 2013 5) Raise purchase order and send to Meter Mix September 2013 6) Discuss with Floor Manager and add new location to new factory floor plan June 2013 7) Implementation/limitations w/c 16th September 2013 ) Staff Training Include in training matrix for all Shop Floor Operatives Tool Box splatter to be auctioned SO P to be updated 9) Stock change over January 2014 10) temperament cost savings monthly Monthly spend and usage comparing finding against previous 12 months sales Record findings in a spread sheet In order to monitor the achievement of the primary objective I would monitor the monetary value of the activator and base per month based on the usage and compare this against previous months before the new bulk feed system was implemented. This would be recorded in in a spreadsheet which I would design. The health and safety of each constituent of staff using this equipment is vital, however the improvements to the health and safety is difficult to manage. In order to ensure highlighting the differences between the two machines relating to health and safety. I would also perform a questionnaire with the operators using the machine to record feedback on the improvements to health and safety.Implications of the change Explain the possible financial effects of the change on the organizatio n, Explain the possible effects on people inside the organization Identify any potential barriers to change and suggest practical ways of overcoming these In order to commission the bulk feed system there is an initial outlay of EH,386. O, however this has a payback time of 43 months after which the company will save approve. EH,81 5 per annum on potting compound based on current usages. If I factor in the saving in down time on the factory floor this equates to a saving of 0. App per 25 KEG drum so therefore the payback time will decrease to 30 months.Even though there is a financial out lay the improvements to health and safety outweigh these massively. There will be a staff training exercise to complete with each Shop Floor Operative and raining to be acquire from Intermix who are installing the potting machine. The training will be presumptuousness by the Shop Floor Manager to each staff member and a tool box talk will be completed. Future stock of the potting compound will ha ve to be managed differently so training will need to be given to the department buyer as to how she will manage this. Attachment 5 shows the team update that was sent to inform every one of the status of the bulk feed system and update the buyer on how she is to manage stock stye and orders.Discussions with Greenfield Polymers have been made by me in order to inform them f our current stock Stys and discuss when the change over to KEG drums will take place. The final batch of KEG drum stock need to be purchased from our supplier first before the changeover carry ons. See attachment 6. Currently the activator and base are purchased on one part occur and ordered in a 51 ratio. In order to simplify this I have created recognise part numbers for both components which after discussing with Greenfield Polymers will make ordering and consumption of stock to a greater extent manageable and straight forward. Attachment 7 shows the price breaks for both the activator and potting compoun d.By creating separate art numbers AL 10049 Base and ALLELUIA Activator will also allow us to manage the stock more efficiently when stock takes take place as each individual item will be counted separately. The biggest barrier I will need to overcome will be convincing the Had Director and Chief executive that this change needs to happen and the positive impact it will have benefits to the organization and people within it and the cost saving this change will make. This should suffice as depict the system is needed and the benefits this will have to the team and company. See attachment 4. This report will be presented to he Had Director and the main objectives discussed.Communicating and implementing the change Identify who needs to know astir(predicate) the change, describe how you will hand with them and explain why it is important to communicate the change to them. Explain how you will continually improve once the change has been implemented. Explain how you will involve yo ur team in doing this, and identify which tools or techniques you could use and how you would evaluate these improvement activities. The Had Office team and Shop Floor Operatives need to know about the change as there are action points for some staff members. They will be made aware of the commission of the bulk feed system via e-mail and any questions they have will be discussed. Attachment 5 shows one of the updates I will send to the team reservation them aware of the commission date and stock management.Once the bulk feed system has been commissioned an email will be sent with photographs of the bulk feed system and the improvements this will make to the team and Production Department. This email will be sent to the Office team, Floor Manager and Had Director. The Health and Safety Manager will also be included in this email and made aware of the change as the improvements to Health and Safety f Staff members is quite significant. Once the change has been implemented it is impo rtant to review this in order to improve the process. Some areas that I would review would be the following Improvements to equipment I would contact Intermix who installed the machine to see if there is any additional equipment that could be bought to reduce down time further.