0-713105ILM L3 LEADERSHIP AND MANAGEMENT
PLANNING CHANGE IN THE WORK PLACE
BY
ANDREW CAMPBELL
0ILM L3 LEADERSHIP AND MANAGEMENT
PLANNING CHANGE IN THE WORK PLACE
BY
ANDREW CAMPBELL

Political
Conflict throughout the world.
Change of government.
Change in trade agreement.
Environmental policies.
Health and safety. Economic
Price of oil.
Interest rates.
Wage bill.
Inflation.
The need to manufacture more to meet demand.
On time deliveries.
More potential orders.
Social
Holidays – planned.
Sickness – unplanned.
Weather.
Happy work force = more production.
Loss of skilled people.
More orders results in job security. Technological
New methods for extracting oil/gas.
Research and development.
More efficient equipment.
Look to reduce lead times.

In our department we have numerous different types of products of which we only have maintenance manuals to aid the assembly, in order for all operators to build all products the same way standard operating procedures need to be introduced.
Over a one week period I observed 15 operators assembling the same valve. I noticed that 9 operators each assembled the valve differently. I quickly realised that we did not have a standard operating procedure for the assembly of valves, we only have maintenance manuals which are very vague with no diagrams to aid the operator, and some are out of date. If all operators were to follow a correct standard operating procedure then we would eliminate any bad practices which could result in a valve failing.
Lost production 5hours @ £12 per hour = £60
Average cost of new materials £700
Total cost for each valve that fails £760
Total for 44 valves £33440 per year
We could potentially save the company £33440 each year if we can achieve a zero fail rate due to lack of operating procedures. We can use computer technology to aid with drawing up standard operating procedures and make hard copies for the assembly/test personnel. There would be a team of 5 operators to complete the designing of standard operating procedures.
We will be looking to have the 5 operators build and observe 5 valves being assembled over a 5 day period.
We will then aim for the procedure to be designed along with description and diagrams within one month.
5 operators @ £12 per hour for 40 hours = £480
1 designer @ £17 per hour for 40 hours = £680
Myself @ £13 per hour for 150 hours = £1950
1 Supervisor @ £17 per hour for 150 hours = £2550
Total cost to company £5660
Initial saving in the first year £33440 - £5660 = £27780
To start implementing standard operating procedures we will first need to observe different operators assembling the valve so that we can obtain the most efficient way of assembling the valve. Next we will need to agree on the best design for the operating procedure so that the operators can easily follow it without any confusion. We will then start to draw up the procedure including computer aided design for each operation. Once completed the procedure will be introduced to the shop floor as a hard copy for all operators to follow.
We will speak to the manufacturing manager to release 5 operators to assist with the assembly and observation of the valve.
We will speak to engineering to release one designer to help with the computer aided design.
Myself and my supervisor will draw up the procedure using the information gathered during the assembly and observation of the valve.
All operators will be given the chance to have an input as to the best way for the procedure to be designed so that everyone feels as though they have had some input, which will make implementing the procedure easier with all operators backing the change.
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In order to monitor the procedure we will observe the failure rate of valves and compare the figures to previous years as well as set a