Howard writes...
>... I am currently in an
>assignment for my employer, Frito-Lay, Inc., to assist a nomber of our
>plants implement SDWT's and a Continuous Improvement Process. ...
>This is a major undertaking
>for our Company and is a national effort that will touch some 40+
>facilities.
I'm curious, and wonder if you'd be willing to answer a question or two.
Let me back up a bit. A co-worker and I were talking about "change" the
other day. We began to wonder about the process involved in making the
decision that "change" is necessary. Do some organizations decide to
change because "change is good"? "New is better?" Or is there an indepth
look at the problems and various solutions... with a particular change
being selected as having the highest chance of payoff with the least cost?
My questions:
- how did your organization decide that SDWT's were an (the?) "answer"?
- are they being implemented "across the board" (e.g., everyone will now
work in a SDWT)? or to address specific problems (e.g., time to market
for new product, production quality)?
If others are investigating or implementing "teams"... I'd appreciate your
answers to these questions as well.
[Note to host -- if you would prefer this 'conversation' to take place off
list, please feel free to suggest it.]
[Host's Reply back: No, I'm happy to see this on the list. The time to go
off line is when you want to be more specific to be comfortable writing
in a public forum like this.]
Regards
-- kcby
K.C. Burgess Yakemovic Group Performance Systems, Inc. kcby@gpsi.com http://www.gpsi.com
"Helping people with people, through technology.... because the "soft stuff" is the _hard_ stuff!"
4776 Village North Court phone & fax 770-395-0282 Atlanta GA 30338 USA
-- kcby@gpsi.com (K.C. Burgess Yakemovic)