ABSTRACT
Alex and his project team start focusing on the selected product line for their transformation effort at CCB. The challenges are many; the team needs to understand the data first, followed by qualitative reasons that are affecting various functional areas. The team deep dives into understanding the current situation in various functions. Data collection efforts start in various functional areas of the business. The project team starts interaction with various stakeholders, and they start providing their inputs for the process improvement. Once the data are analyzed, various ideas for process improvement are generated. New concepts like Robotic Process Automation, machine learning techniques for forecasting, supply chain network modeling are discussed. The project team shows their capability to run a simulation on the manufacturing process and model various alternative options or scenarios. Recommendations are tabulated as the discussions are concluded. The project team divides their recommendations into short-term and long-term ones. The potential for reaching the responsiveness envisioned by Alex looks very promising. Financial modeling of the changes for justification is also worked out by the project team to evaluate economic viability of the proposed options. Alex takes a step back to evaluate options to get the project started on the right note. The office “cell” appears to be the right area to get the transformation started. There is a need to get through design and testing for materials change, before Alex starts the transformation in the manufacturing floor to create manufacturing “cells” for the selected product line. There is work to be done with the union, and negotiations for job descriptions for a flexible work structure to manage different activities in a cell will be crucial to this transformation. It would be months before the benefits of short turnaround time will be evident to the customers once this process is in place. Demonstrating progress with the office “cell” will allow his team to get buy-in from the union and move the process forward on this transformation journey. Change needs to start on a war footing.
