2.4. Change Management and Automobile Part Manufacturing Industry
Change is an important aspect for any domain, especially when it develops something new. Change management is a process which is implemented across the organizations for adopting recent developments. The literature identifies change management from three different perspectives such as project management, infrastructure management and organizational. Hence, from all perspectives, the definition is, “a process which approves changes for budget, scope and project timeline; approval for new equipment; and adoption for change in organizations” (Perkins, 2018). Hence, change occurs whenever there is a need for new processes in a domain-oriented industry.
However, change management applies to automobile parts and its manufacturing companies across the UK. As per research study for 156 UK based automobile firms, it is benchmarking used as a form of performance and process evaluation technique to implement changes (Panwar et al., 2013). Henceforth, companies are open to adopting change management processes for obtaining better product quality.
In the manufacturing of automobile parts, engineering change management is implemented to make changes. Engineering change management can be described as modification made in structure, behaviour, and functions of automobile components (Kurdve et al., 2016). In other words, changes are performed in the designing of equipment as per requirements. Thus, change management is a consistent goal for a better and qualified product due to continuous improvements. Moreover, change management strategies are useful in total quality management and lean manufacturing processes.
Change Management Strategies
The change management strategies are implemented by the manufacturing companies to obtain systematic solutions. As per literature, strategic change management is circular in organizations for making more significant changes without leading towards any project failures. Furthermore, strategic change offers modifications for the company’s strategies such as scope, deployment of resources, and gaining competitive advantage (Ali Naghibi and Baban, 2011). Hence, in the case of developing automobile parts changes should be implemented for the scope as well as resources of automobile part development. Therefore, change management uses a strategic approach for the planning of modifications in an effective manner. As a result, strategic planning offers direction for development; purpose, identity and control for resources; and efficiency as well as competitive power (Bordum, 2010). Therefore, change management strategies are important to make products successful within manufacturing organizations in the UK.
As per existing literature, strategic change management was implemented by manufacturing organizations through two specific models. John Kotter’s Eight-Step model was launched in 1995, defining the vision to make certain changes in the organizations in a short-term goal (Pollack and Pollack, 2014). This model was highly productive and offered objectives to be fulfilled in terms of strategic planning. The eight steps of model include the creation of urgency; provide guidance for the coalition, identify an objective and strategy to be completed; offer communication for change vision to employees; empower people to follow change; complete short-term goals; identify gain; design new approaches (Appelbaum et al., 2012). This model is quite applicable to the automobile parts companies to plan improvement for products. The research reveals that the UK provides opportunities in terms of the automobile like modular manufacturing, digital trials, outsourcing, and flexible manufacturing system parts (Trimble et al., 2013).
Whereas, another model implements the concept of strategic change management for the manufacturing domain. Kurt’s Lewin’s three-step model was developed in the year 1950 with processes like unfreeze, change and refreeze. According to this model for strategic change, the organization groups cannot exist in a steady-state. However, they are always moving so that new changes could be adopted smoothly (Cummings, Bridgman and Brown, 2015). In other words, unfreeze process describe that people should choose with the changes occurring in the manufacturing design of parts. Second, change is actual process where change is going to happen for the design and development of a product. Finally, unfreeze process makes people familiar with the new changes acquired in the engineering of automobile parts. Therefore, change management strategies includes models so that practical solutions with high-quality product are obtained.
The change management strategies are applicable to TQM and lean manufacturing processes. Total quality management is a useful measure which depicts a continuous process for improvement of product through employees and customer feedbacks must be followed. Hence, it offers opportunities to the organizations for continuous improvement in the automobile parts designing and engineering processes. It can be observed that change management is a vital source offered by TQM management strategies. As the demand for manufacturing of new automobile parts in the UK has been increased, it is highly important to focus on providing solutions so that higher quality result must be obtained.
The TQM process offers different principles which apply to the manufacturing companies. The principles include – focus on customer services; employee involvement for delivery; must provide a process-centric solution; strategic approach; continuous improvement by making changes, and secure communication (White, 2019). Another implementation of change management includes Lean manufacturing process where solutions are offered when waste becomes minimum and productivity maximum. The TQM and Lean manufacturing both offer continuous change so that new changes in companies could be obtained simultaneously with technological innovations (Rehman, 2013). Hence, the change is vital and applies to TQM and lean manufacturing processes in the automobile domain.
Change Management Strategies for Total Quality Management Implementation
Change Management Strategies for Lean Manufacturing Process Implementation
The UK offers good economic revenue and demands an instrumental innovation for building new things. The automobile industry provides the most significant income to them for inventing new parts of vehicles. This constant pressure for creating some innovative bring the concept of lean manufacturing practises. However, lean manufacturing brings several adoption barriers for the organizations such as adoption conflict, cultural differences, health and safety issues as well as a misunderstanding for understanding the purpose of lean (Nordin et al., 2012).
Hence, lean manufacturing even if offers productivity benefit nobody wants to implement it in automobile manufacturing companies in the UK. Therefore, the requirement of change management strategy seems applicable so that culture and structure changes be implemented in the unpredictable environment successfully (Nordin et al., 2012). Thus, Kotter’s eight-step model is offered as the desired strategy in the literature for change management.
As per one research study after using Kotter’s eight-step model manufacturing companies obtained some critical benefits like leader support, employee involvement, long term commitment, as well as a systematic lean deployment (Mishra, 2013). Each step defines a methodological approach for seeking the final lean manufacturing result whenever an innovation begins. Another study establishes culture emergent change model which offers solution for change management to lean manufacturing. Furthermore, the process includes shared vision with all the staff members followed by identifying basic rules of operations, as well as the alignment for staff to complete organization’s necessary gaols (A. D. and D. J., 2017). Hence, the eight steps in context with lean manufacturing are applicable for organizational change.
Lean Manufacturing and Kotter’s Eight-Step Model
- Step 1: Establish a Sense of Urgency
The purpose of this step is to create a valid reason for making a specific change in organizations. In context with lean manufacturing and TQM, the highest management authority will be aware of making a certain design particular automobile change parts. Furthermore, the management support will be active, and they will be mindful of reasons followed by active involvement and commitment (Mishra, 2013.
- Step 2: Gather a powerful coalition for guidance
After deciding on making changes in the manufacturing components of automobiles, groups should be prepared for engineering change management processes. The modifications for specific part could be obtained effectively within a group rather than single activity (Mishra, 2013). As a result, team members will identify, share, and take effective decisions for the redesigning process.
- Step 3: Setting a Vision
The purpose of this step will be setting a goal for obtaining the organizational change in lean and TQM processes. For example, a characteristic shared vision will be helpful for engineers, designers and manufacturing factories to remodel a particular part. Hence, the common objective also pushes the continuous improvement process in a positive direction (Mishra, 2013).
- Step 4: Vision Communication
After setting a goal, it should be reciprocated in the organization so that resources and motivation from the team could be obtained. Further, people will work in a very positive atmosphere to deliver total quality and lean processes.
- Step 5: Empowerment for others towards the vision:
The employees working for manufacturing parts remodelling should be offered some credibility and energy boost for vision completion.
- Step 6: Planning for and Creating Short-Term wins:
This step involves motivation for people working in continuous improvement teams. For example, offering some rewards or hike after completion of a goal is the best solution.
- Step 7: Consolidate Improvement and Continue Change:
The seventh step brings improvements by setting a short-term win celebration.
- Step 8: Introduce new approaches:
The same process for another manufacturing part should be established for redesigning, modelling and development.