Change is a constant for without it we all will stagnate and die in many unpleasant ways. However, if that is the case and everyone recognizes the need for change; why is it so difficult to begin the process, to implement the design and then make it stick for the long term? That is what we are going to discuss in this blog. There are many out there who have experienced the frustration of a failed change initiative as well as many who have equally been successful. Blogs are for sharing; the good, the bad and the ugly because if we do this, then we as a community will benefit. What have been your experiences? What questions do you have?
What change initiatives have failed for you?
One of the things that always leaves me curious is why do change initiatives created by inteeligent well meaning people fail to take hold and deliver the value for which they were intended? Any ideas? I'd like to get people's thoughts on this topic.
Comments
Date Posted: Nov 20, 2009 at 8:14 AM
Tried and true. What works will take you through the storm. No need to change unless you are unsuccessful or in left field floundering.
Establish and proven method always work best and will pervail.
Mostly what I've seen from the change to this, that and the other is from those that don't know and seeking to find something that will work hoping it'll work out.
I have follow one plant where things were being run poorly......... a favorite fair child unsuccessful at what he was doing and needed change was promoted to be over inprovement for plant optimization. They have change costing them millions and maybe putting them on the final downward spirial. Killing PdM technologies and going with run-to-fail. Not putting any money in may work for short-term profits but not good for the long haul.
Stick with things successful. Follow a proven model; not an experimental one unless you have deep pockets.
Hire qualified people and get rid of the "trying to feel their way through the forrect bunch".
Date Posted: Nov 2, 2009 at 4:42 PM
Mostly what I see is implementation of six sigma and 5S. The ideas are good but as many reports have noted, six months later and many $mm have been lost.
In one plant there was a guy getting attention for what he was doing and the money he was saving. Since he couldn't handle people they gave me his people and assignment to get the job done. What I found was that he never finished a job and ran things into a rat hole, bought all kinds of equipment never to be used and started equipment modifications either poor design or wouldn't work at all.
He was promoted to plant optimization and over 6 sigma and 5S. So they cleaned out the store house for pennies on the dollar only to have to buy back the following week at full price air freight or have a shop work OT to get jobs out. Again he was praised and promoted.
I see many such cases where they lie about statistics and get away with it. When I took over the guy's job and people they made a demand to make eff 94% as "he" had done. I looked at all company records (not what the guy reported about himself) for 10 years and they were never at 90%.
That kind of environment is not all that uncommon. So as long as the suck-ups and faired-haired children get by with 'anything' you'll see the same ole run-it-in-the gournd and bad attitudes in the work force.
This change and getting things on track is not hard; let qualified professionals do their job. The icing on the cake is thin - what's inside does matter.
Date Posted: Oct 14, 2009 at 7:56 PM
Typically the initiatives that have failed for me are all over the board. Often they take hold, but come back in six months and see what you can find. Many times it is hard to even recognize the initiative was ever present. One thing I have found is that the organization focuses on whatever the leader feels is important. When they re-direct this focus the initiative that was important and had their attention often suffers. Thoughts anyone?