Chapter 9: Communicating about Change

Case 9.2:  Implementing a Change

Purpose: 

The purpose of this case is to design a communication strategy that fosters a smooth transitioning for a reengineering project.

Situation:

·        At this paper plant, there are 1,000 employees working on 20 major pieces of machinery.
 

·        This is the first machine to be “reengineered.” If it “works”, others will follow.
 

·        The basic idea of the change is that if a crewmember notices a defect at any time, he/she can shut down the machine and immediately correct the problem. In the past, small defects were passed on to the “doctors” at the end of the run who then fixed the problem. With the reengineering, the “doctor” positions will be eliminated.
 

·        The change will mean that those in charge of “rewinding” the paper will have to assume more duties by noticing defects.
 

·        When production employees are confronted with quality problems, they often blame others further up the production line.
 

·        In the past, slightly damaged paper was salvaged.  Now, it will be “junked.”
 

·        Two jobs will be eliminated, but the affected people will be reassigned to other jobs in the plant.
 

·        Engineers have worked out all the details about the reengineering, but the crewmembers do not have a clue about the change.  It is scheduled to take place in 3 weeks.
 

·        Employees on this machine have often led experimental efforts.  Recent job satisfaction ratings of these employees were among the lowest in the plant.
 

·        The plant manager, while an effective communicator, has taken a fairly “laissez-faire” approach to the situation.  He supports the experiment, but has let the production engineer and department head plan the entire change.
 

·        The plant does not have a regular employee newsletter but occasionally sends out “plant update” letters to employees at home.
 

·        Electronic mail is used extensively in the plant as a communication tool.
 

·        There have been occasional temporary layoffs of union workers.  The number of supervisory personnel was cut by 25% over the last 5 years.
 

·        The company has been very successful financially and continues to grow.
 

·        The local economy is strong with little unemployment. Employees at the plant are well compensated compared to others in the area with comparable skills.

Your objectives:

1.   Specify your communication strategy.
 

2.   Develop the tactics necessary to implement the strategy.
 

3.   Provide an evaluation mechanism for the process.