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Results

Very soon after putting the new systems in place we found that things had become a lot better. The characteristics of the organization were:

  • • Top performer model with few layers
  • • Clear roles and responsibilities
  • • Significant delegation
  • • Better relations with other groups
  • • Low overtime
  • • Less rush work and
  • • Higher productivity

Performance measure

before

change

2 years after change

% rush jobs

80

15

% jobs scheduled for next day

10

80

Backlog I/E

None

3 weeks

Backlog Mech

1 week

6 week

Overtime

15%

5%

Number of supervisors

8 (say)

2

Number of workers

20

16

Some Problems

We were very comfortable with the results, but there had been problems. As always, they tended to be people problems rather than technical; and as always, effective change management was critical to success. In summary, these were the problems:

  • • Some technicians only wanted routine tasks, and didn't want to get involved in managing interfaces or doing complex diagnosis—they were allocated preventive/condition monitoring tasks, which didn't present too much of a challenge.
  • • Some foremen didn't want to take on the "engineering" facets of the zone engineer. They chose to leave, while some others chose to down grade to technician.
  • • Some engineers couldn't handle front-line technician issues without a foreman. They chose to leave while others moved to design activities
  • • The union was sensitive to being sidelined.
 
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