You're facing resistance from stakeholders on production line changes. How can you get them on board?
Overcoming resistance from stakeholders when implementing production line changes is about understanding their concerns and addressing them head-on. To get stakeholders on board:
- Demonstrate value: Clearly articulate how the changes will benefit the bottom line or improve efficiency.
- Engage in dialogue: Create forums for stakeholders to voice concerns and contribute ideas.
- Provide evidence: Use data and case studies to support the rationale behind the proposed changes.
How have you successfully engaged stakeholders during significant transitions?
You're facing resistance from stakeholders on production line changes. How can you get them on board?
Overcoming resistance from stakeholders when implementing production line changes is about understanding their concerns and addressing them head-on. To get stakeholders on board:
- Demonstrate value: Clearly articulate how the changes will benefit the bottom line or improve efficiency.
- Engage in dialogue: Create forums for stakeholders to voice concerns and contribute ideas.
- Provide evidence: Use data and case studies to support the rationale behind the proposed changes.
How have you successfully engaged stakeholders during significant transitions?
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I will consider scheduling a meeting with the stakeholders to present the rationale behind the decision to modify the production line. I will ensure that all feedback from the meeting is acknowledged and incorporated as part of our continuous improvement efforts. Additionally, I will arrange training sessions to equip employees with the necessary skills and knowledge to adapt to the changes, ultimately optimizing production output.
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When interacting with stakeholders who are resistant to change, communication & metrics are 2 of the most beneficial tools. Ensure stakeholders understand the changes as well as the expected benefits such as fewer defects, costs savings, increased pph, etc. Also make sure you set aside time to answer any questions to make sure there are no misunderstandings. Next, improve a smaller section before going after larger sections & multiple lines. Demonstrating success on smaller sections increases your credibility & helps others to support the improvements. Finally, start with projections of the success the improvements will have but also confirm that they were achieved to show it worked and should be incorporated on other lines.
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The best way to put Stakeholders on track is * Develop detailed plan and discuss how the Change in Product or Process design can create difference with existing Product or Process with data gathered based on conducted trials. * It’s better to discuss which metric is creating impact with change management process. ( Example: Cost reduction, Production Efficiency, Human ergonomics).
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Algunas ideas - Invitarlos a que formen parte del proyecto desde un inicio. (generalmente no apoyan imposiciones) - Integrarte con el equipo afectado en el analisis. - Juntas en piso y ser el lider. - Identificar los 7 desperdicios.
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Creating stakeholder confidence in production changes requires both examples and empathy. I've found success by: 1) Sharing reference cases showing similar successful implementations 2) Addressing job security concerns directly 3) Being present on the floor to solve problems immediately 4) Focusing on new capabilities gained, not just processes changed 5) Providing thorough training with hands-on support Resistance fades when people feel heard and can envision themselves succeeding in the new system.