In 1995, Kraft was created through the reorganization and merger of J. L. Kraft, Oscar Meyer, and C. W. Post into one operating company. For the reorganization the Operations Division chose to use the High Performance Work Systems (HPWS) change management tool because they believed it was the best way to include all of the necessary elements that would contribute to the vision of undisputed leadership. They also liked the HPWS tool because of its strict structure and because it was a good platform to create and communicate a consistent management philosophy. HPWS allowed them to monitor all of their plants, new and old, for efficiency and effectiveness of the reorganization. Strengths of the Change Intervention Kraft Foods, Inc. approached their change initiative by researching and testing before implementing. The High Performance Work Systems (HPWS) was first implemented into three start-up plants. The HPWS method was successful and adopted by the new plants. HPWS helps determine factors such as total inventory, cost of production, and measurement of productivity. Once the HPWS method proved to be successful it was then implemented into the existing plants to help gain control of costs, waste, and productivity. Kraft was able to provide quality examples to the existing plants of how this method improved productivity and profits. Employees were able to embrace the change plan easier when they could actually see the possible improvements. Kraft had a bonus because the employees were able to see the method working in similar situations, which helped build trust and acceptance in the change plan. This method also empowered the employees giving them an opportunity to increase their skill levels and an opportuni... ... middle of paper ... ...ecause of the communication tools provided through HPWS. “By consistently applying the tools across Operations, Kraft was assured that people and work systems were aligned” (Carter et al, p.37). In fact, most of their Champions became so adept at HPWS that they are now internal consultants for the company. That level of knowledge, commitment, and motivation among their people will surely allow Kraft to sustain momentum and realize future success. References Bridges, W. (2009). Managing Transitions: Making the Most of Change. Philadelphia, PA: Da Capo Press. Carter, L., Ulrich, D., & Goldsmith, M. (2005). Best Practices in Leadership Development and Organization Change: How the Best Companies Ensure Meaningful Change and Sustainable Leadership. San Francisco, CA: Pfeiffer. Kotter, J. P. (1996). Leading Change . Boston, MA: Harvard Business School Press.
Problem solving becomes systematic and horizontal as discussed in the process oriented section of the previous week (Taylor, 2013). Problem solving becomes preventative instead of reactive. The delivery of products and services are value driven and customer focused. The elimination of non-value added activities and waste improve the quality of products and services. Using a pull system reduces costs because of low inventories, using a JIT methodology (Russell & Taylor, 2011). Continuous improvement should be pursued, improving the quality of products and services to customer.
...sion of its plants, which resulted in an increase in production and a greater number of employees. This required the communication of too much technical detail, where it would be impossible to interact without changing their business environment. The solution to this fourth revolutionary stage is to move towards more collaboration.
Kotter’s steps 5, Enabling Action, and 6, Creating Short-Term Wins contribute to the success of a change effort by enabling all involved parties to make meaningful contributions to an organization’s progress, while seeing timely results that maintain the effort’s momentum (Cohen, 2009). Alaska Airlines successfully implements a sustainable change agent with key performance indicators and measurable metrics to empower employees for broad-based action that allows employees to see how short-term successes within each department turn into long-term growth for the organization. Ben Minicucci manages to integrate universal key metrics that focus on cross-divisional collaboration and alignment to reinforce the actions and interdepartmental communications
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Systems and structures provide the organizational foundation, but it is the human capital that really provides for the success or failure of any organization. In order for real change to happen, the staff needs to fully embrace the vision and the systems of change. This can only be accomplished if they feel respected, valued and involved in all parts of the change process. It is important to authentically embrace this group and treat them as colleagues in the process. This is the group that is responsible for implementing all systems and providing the public relations for the structure. The
The fast paced, ever changing, and volatile business climate of today affects the ability of multinational companies such as Hewlett-Packard to sustain a competitive advantage. In 2002 the company conducted a controversial acquisition of Compaq which led to lay-offs, infighting, and impacted their ability to implement structural changes. Hewlett-Packard is a widely respected company known for executing continuous improvement throughout all levels of the company. However, the challenge all companies face is the ability to implement and sustain intervention programs over a period of time to the degree that the changes become part of the organization’s functions. Thus, the strategies and framework Hewlett-Packard used to institutionalize intervention programs throughout its history will be examined.
Growing sales through service: TP came up with new methods to satisfy customers. Furthermore, employees got trained on acting in customers favour.
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
Oakland, S.J. and S.J. Tanner. A new framework for managing change . 2007. http://www.emeraldinsight.com/Insight/ViewContentServlet?Filename=Published/EmeraldFullTextArticle/Articles/1060190604.html. 04 March 2014.
Success of the plan In Kraft’s Food Corporation the planning analyst and the other business departments work together in close communication. This aids in the development of a system that allows business activities to align with the corporate goals and targets. The company is also building its performance around successful people by assuring that the plan is tied with the system that involves the use of practically tested strategies. Shared decisions of all the departments including finance and production departments help adding value to the business by improving its competitive place in the market.
Management in identifying improvements for our teams. With the L4C training, I understood what a Lean organization looks like and how to calculate my demand to produce effectively. I learned how to use tools and techniques to measure and quantify workloads that I apply to my current process every day to Atos benefit. I was, and am, also able to set targets and track improvement plans. The L4C efforts resulted in eliminating wastes and being able to increase production by 30-50% per resource. Incident Coordinators and managers were able to manage from an average of 2-3 account per resource to an average of 4-5 accounts per resource. To provide further value to our clients and GBU I have also been under intense ITIL Fundations training and as I have added to my IDP in the months to follow I’ll be obtaining my
Another point is the use of motivational techniques to train and develop employees, which is mentioned above.
...reduce cost to the business, customers and the environment. Lean production system can be seen really great operations strategy for Kellogg’s, however, the management need to look for methods, which enables the employees to understand the system better, therefore resistance can be avoided. In order employees to be motivated, there is a need for training before their work as well as involve them in the implementation procedure. Consequently, Kellogg’s would be more successful if the company carries out this program.
Lawton, P. (1995). Initiating and managing change in your organization. The Management Accounting Magazine , 69 (n.7).
One theory the article presents is how CWBs could be beneficial to the organization and the employee. If the employees perceive the rewards or p...