In manufacturing, continuous process improvement is critical to maintaining profits and quality. Transforming and enhancing operations, however, demands more than good intentions; it requires a dedicated change agent focused on ensuring the program is implemented and ingrained into ongoing plant operations. While it may be tempting to assign change management responsibilities to an existing employee part-time, this approach is risky, especially when business volume peaks in the busy season.
In the seasonal ebb and flow of manufacturing, the off-season often seems opportune for designating a part-time change agent and implementing new programs or processes. They appear to have the time to manage the process. However, the challenge arises when the busy season hits, and the rest of the team is running full tilt to meet production demands. At this crucial juncture, the part-time change agent is confronted with a daunting decision: which job to prioritize – their regular duties or their part-time change initiatives.
This dual role burdens the individual and exposes the entire team to potential pitfalls. When business picks up, everyone operates at full speed, trying to implement changes and improvements while maintaining increased output. The absence of a dedicated change agent means there’s no one to keep the team on track. Each team member, absorbed in their specific tasks, risks veering off course and inadvertently falling back into old familiar ways.
The part-time change agent, torn between their regular responsibilities and the transformative agenda, may find it challenging to rally the troops during these high-pressure periods. Without a dedicated leader, the team’s collective focus falters, and the carefully planned changes lose momentum. Like a ship navigating rough seas without a captain, the factory faces the danger of drifting off course and reverting to old habits.
In this dynamic landscape, it becomes evident that a full-time change agent is not just a luxury but a necessity. Their exclusive focus ensures that the factory’s compass remains true, even when the storm of increased business volume hits. They serve as the guiding force, steering the team through the challenges of transformation and preventing lost momentum and potentially having to abandon the program for another time, further wasting investments in time and expense.
You may have the perfect person to dedicate to the change agent role, or you may need to hire one. If you are a sizeable multi-plant company, this agent can serve multiple locations, spreading the cost out over several process improvements. Importantly, once you take the first step in changing for the better, be sure to stay on the path and keep focused to reap the rewards.