Managing Change

Managing Change Managing David Tranfield Change: Stuart Smith Creating Competitive Edge Introducing new technology to the processes of design, production, assembly and management in manufacturing offers enormous opportunities - greater flexibility and quality; reduced costs, inventory and lead-times. But it often doesn't work out like that - a report commissioned by Ingersoll Engineers showed that 50% of Advanced Manufacturing Technology applications were judged unsuccessful by the firms involved. Managing Change is designed to help you get your strategy right first. So, when you introduce or enhance AMT, CAD/CAM, FMS or any other technology to your manufacturing process, you aren't taken by surprise. The book first defines what can go wrong and what normally does go wrong - drawing on experience with a wide range of manufacturing firms. Four main problem areas are identified, based on whether: 1. The technology itself actually works. 2. The people who have to work with it can use it properly and successfully. 3. The organisation is reshaped to exploit the new technology, or just absorbs change ameoba-like. 4. The technology delivers business benefits - was it worth it? The authors, David Tranfield and Stuart Smith from the Sheffield Change Management Research Unit, then suggest a cube which anyone can use to decide how their company approaches technological change, and what are likely to be its strengths and weaknesses. Use this cube to spot problems early on, before the technology arrives, and take whatever steps are necessary to avoid waste, delays and mistakes. Next you'll find a complete set of procedures which you should follow, wherever you fit in the cube. Use them to ensure that the advanced manufacturing systems you are introducing will work. Finally, and most important, there are three very detailed case studies of the way change was handled at three companies: Westland Helicopters, Cummins Engines, and Rotabroach. Each presents different problems and conclusions and each is completely objective. Use these case studies to understand how the approaches suggested earlier can be made to work for you. 1991 175pp. 1-85423-085-9 £29.95 IFS Publications Wolseley Road, Wolseley Business Park, Kempston, Bedford MK42 7PW, UK Tel: (0234) 853605, Fax: (0234) 854499 28 Sensor Review http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Sensor Review Emerald Publishing

Managing Change

Sensor Review, Volume 11 (3): 1 – Mar 1, 1991

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0260-2288
DOI
10.1108/eb007854
Publisher site
See Article on Publisher Site

Abstract

Managing David Tranfield Change: Stuart Smith Creating Competitive Edge Introducing new technology to the processes of design, production, assembly and management in manufacturing offers enormous opportunities - greater flexibility and quality; reduced costs, inventory and lead-times. But it often doesn't work out like that - a report commissioned by Ingersoll Engineers showed that 50% of Advanced Manufacturing Technology applications were judged unsuccessful by the firms involved. Managing Change is designed to help you get your strategy right first. So, when you introduce or enhance AMT, CAD/CAM, FMS or any other technology to your manufacturing process, you aren't taken by surprise. The book first defines what can go wrong and what normally does go wrong - drawing on experience with a wide range of manufacturing firms. Four main problem areas are identified, based on whether: 1. The technology itself actually works. 2. The people who have to work with it can use it properly and successfully. 3. The organisation is reshaped to exploit the new technology, or just absorbs change ameoba-like. 4. The technology delivers business benefits - was it worth it? The authors, David Tranfield and Stuart Smith from the Sheffield Change Management Research Unit, then suggest a cube which anyone can use to decide how their company approaches technological change, and what are likely to be its strengths and weaknesses. Use this cube to spot problems early on, before the technology arrives, and take whatever steps are necessary to avoid waste, delays and mistakes. Next you'll find a complete set of procedures which you should follow, wherever you fit in the cube. Use them to ensure that the advanced manufacturing systems you are introducing will work. Finally, and most important, there are three very detailed case studies of the way change was handled at three companies: Westland Helicopters, Cummins Engines, and Rotabroach. Each presents different problems and conclusions and each is completely objective. Use these case studies to understand how the approaches suggested earlier can be made to work for you. 1991 175pp. 1-85423-085-9 £29.95 IFS Publications Wolseley Road, Wolseley Business Park, Kempston, Bedford MK42 7PW, UK Tel: (0234) 853605, Fax: (0234) 854499 28 Sensor Review

Journal

Sensor ReviewEmerald Publishing

Published: Mar 1, 1991

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