An Effective Implementation Strategy And The Transition Toward Teaming Will Be Slow ( Exhibit 7 )

1455 Words Oct 14th, 2016 6 Pages
Due to the entrenched culture and long standing history of execution-through-efficiency, the transition towards teaming will be slow (Exhibit 7). A successful implementation strategy will be one that realizes that the Lynn plant cannot become like Bromont or Durham overnight, although it may quickly see similar growth rates that translate into material change over several years (Exhibit 8). An effective implementation strategy will allot enough time for workers to familiarize themselves with the new model, appreciate it, and ultimately endorse it.
Recommendation 1: Mandate
The first step is to gather with members of the union and representatives from the workforce to collaboratively build a mandate for the Lynn plant. A survey will be sent to each employee at the plant, asking for their outlook for the organization moving forward. This feedback would be used to create a comprehensive document that represents opinions from all areas of the plant.
This mandate will outline the plant’s overarching mission, values, and goals. An example is shown in Exhibit 9. Creating a mandate clearly aligns the goals of workers, management, and union in order to guide their daily interactions. The mandate would build effective teaming software by acting as a tool to prioritize tasks and constantly articulate what is at stake, effectively improving the plant’s culture.
This mandate would reduce team conflict by outlining a clear approach to problems and promoting collaboration.…

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