APPROACH
Our internally developed, exclusive integrated change program is a comprehensive approach that assures that all bases are covered. It guides and facilitates you. It provides a masterplan that takes you through the steps in reengineering your company. This broad approach covers all parts of the organization: marketing, manufacturing, engineering, accounting, etc. It includes the full service chain from customer through warehousing, distribution, assembly, production, and supply.
The Integrated Change ModelTM
At
the heart of the program is our integrated change model. Managing large
scale change requires a comprehensive master plan as well as
accountabilities for getting work accomplished. The integrated model
provides that plus more. It's the shell of a master plan for inducing
radical change in your company. It consists of three dimensions:
First Dimension: The Closed Loop
Large scale change requires managing in phases or stages to control the effort. The first dimension consists of four stages, looped as a continuous process: diagnosis, action planning, building capabilities, and performance results.
Stage 1, diagnostic action, is preparation and discovery. You begin with awareness raising and data gathering to discover problems and build a case for change.
Stage 2, action planning, guides you in the development of a vision, processes, structure and a master plan with executable steps.
Stage 3, building capabilities, guides you in implementing the master plan through team building and high involvement activity.
Stage 4, performance results , guides you in measuring the results of the plan to close the loop. The loop is a continuous process that returns to stage 1.
Second Dimension: Six Keyholes
The second dimension consists of six keyholes: strategy, process, structure, staffing/skills, culture, and organizational systems. Working through the strategy keyhole, you build a fast cycle company vision that provides direction. You develop a new plan for the firm, then align divisions, departments, work groups, jobs, and resources with the new strategic direction. You define where you want to be in terms of market share, people issues, profit, product lines, etc., by setting goals in terms of specific outcomes.
In the process keyhole you define new methods of converting materials and data into products and services. The focus in this keyhole is the reemgineering of business processes using state-of-the-art innovative methods and techniques. You revise production methods, work flow, and equipment. You simplify flow, integrate processes, reduce set-ups, and use automation. You remove delays and interruptions in the factory and office and reduce overall throughput time.
Through the structure keyhole, you design the logical and physical architecture to support the new direction. You define how you can physically or logically organize to produce fast cycle products or services. You revise the way your organization is designed and define relationships between groups. You revise job structures and determine where power is allocated. You specify rules, procedures, and policies to control operations and direct organizational behavior.
Using the staffing/skills keyhole, you define the mix and quality of human resources required to develop a fast cycle company. You determine the skills needed to cope with complex problems. You define the mechanisms for selecting, training and developing employees.
Working through the culture keyhole, you facilitate the measuring of climate, organizational behavior, attitudes, and management style. You define the character of the organization, and the new norms, values and beliefs that drive behavior. You devise the new principles that guide human actions for the fast cycle company and cascade them throughout the organization.
The organizational systems keyhole defines performance measurements and rewards. In this segment you close the loop, sanctioning the new culture, and devise new rewards for cooperative efforts and new behavior. You reward adherence to new principles and achievement of objectives.
Third Dimension: Levels of Focus
The third dimension consists of three levels of focus for change strategy: organization, group and individual. They are used in the four stages and must all be addressed for organizational effectiveness. They include responsibility and accountability. Using team building techniques, you facilitate the process of diagnosis at each level, and develop technical and organizational strategies. Using high involvement of employees, you transform them into executable and measurable short-term actions. This is the way work gets accomplished.
You develop concise objectives for all managers that focus on cycle time reduction. Each manager has a short range action plan for which he or she is accountable. You measure the successes and link them with the performance system.
The integrated change model provides a comprehensive methodology for large scale change and a complete reengineering of a business. It gives you the means of becoming world class, and provides a new approach to competing in the 21st century. This program links the six keyholes into a systematic and cohesive approach to managing change. Many clients will not use all the elements of the model, but parts of it depending on the individual need.
Using a tailored approach for each client, the firm acts as a catalyst in 100% of its projects, and trains its clients to implement plans. When software and hardware products are involved, Rockford Consulting Group assists clients in determining requirements, identification of hardware/software solutions, preparation, and implementation.
A typical project is performance and productivity oriented, focusing on improving manufacturing and administrative throughput time, and cost. Rockford Consulting Group initially analyzes a business for productivity improvement potential. Performance is evaluated through survey and analysis.
Factory configuration, organization structure and information systems are rationalized. The firm assists in developing a competitive strategy and implementing it by facilitating action plans. We have developed an effective approach in developing and designing agile manufacturing enterprises by extracting nonvalue-add time and costs. This is accomplished through attacking the real causes in manufacturing, information systems and organizations, and reengineering the processes.
Rockford
Consulting Group insists on client authorship and ownership of the
project. Project managers are provided by the client, while the firm
provides concepts, methodology, and facilitation.
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