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70s - HMS. Marine engineer
80s - Served around the globe
90s - Oil rigs, Rescue vessels, Electronics, management
00s - Electronics, Material handling, Automotive, Oil & Gas precision engineering
Achievements : Many Successes / Many Failures

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Limited Belief- I am not good enough !
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Where it came from – A parent
Limited Belief – Life is dangerous
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Where it came from – A frightened father
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Write them all down - Be aware of how your feeling
Remove from your consciousness - as these are the very beliefs which are making you feel “Not good enough“

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Change process :
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Transforming & irreversible process
Of organisations
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Of parts of an organisation
Of people within an organisation
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After a change process nothing will ever be as it used to be !

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To remain relevant :
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Relevant to their societies, to the stakeholders
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And what is needed to remain relevant
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The personal & organisational ability to read & respond to new realities
Pro active system that prevent organisational instability
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We are now part of a Global organisation, a corporation. The reality is our demand potential is greater than our current capacity!

The ability to shape and embed a customer focused guided vision, supported by a clear operational model and profit formula, balancing opportunistic short term actions with
Pro-active long term behaviour
Simple !!!!

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Goals or objectives – at the highest level - broad statements about the purposes for which the organisation exists and the overall direction in which it is heading
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Policies- closely associated with the mission but provide more guidance for all employees defining standards which all are expected to follow
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Strategy or the strategic plan- this is the business plan which gives effect to the goals and policies and details the specific targets or goals to be achieved regarding products or services, markets, financial objectives
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Strategic decisions- focus on the process of decision making, how the plan gets translated into action
( HOS ) Hyspec Operational strategy
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Programmes – at the lowest level of strategy, they define the step by step sequence of actions required in order to achieve the organisation’s specific objectives

Ensure that the architecture lifecycle is maintained

Doing / acting
Implementer
Shaper
Well-organised and predictable. Takes basic ideas and makes them work in practice. Can be slow.
Lots of energy and action, challenging others to move forwards. Can be insensitive.
Plant
Solves difficult problems with original and creative ideas. Can be poor communicator and may ignore the details.
Thinking / problem-solving
People / feelings
Specialist
Coordinator
Team worker
Has expert knowledge/skills in key areas and will solve many problems here.
Can be disinterested in all other areas.
Respected leader who helps everyone focus on their task. Can be seen as excessively controlling.
Cares for individuals and the team. Good listener and works to resolve social problems. Can have problems making difficult decisions.
Resource/investiga tor
Explores new ideas and possibilities with energy and with others. Good networker. Can be too optimistic and lose energy after the initial flush.

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There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Niccolo Machiavelli
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He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery.
Harold Wilson
If you don't like something, change it. If you can't change it, change your attitude.
Maya Angelou
You must be the change you wish to see in the world.
Mohandas Gandhi
The world hates change, yet it is the only thing that has brought progress.
Charles Kettering
Things alter for the worse spontaneously, if they be not altered for the better designedly.
Francis Bacon
If there is no struggle, there is no progress.
Frederick Douglass

Change
Topic 1.
Strategic
Governance
Topic 3
.
Communication
Process
Actual
Position
Preparation
Analysis
Concept
Implementation
Review
Topic 2.
Building the
Change Team
Topic 4.
Management
Of Forces
Time Frame : between 2 & 36 months
Vision

Change
 Topic 1 : Strategic Governance
– Definition of strategic alignment
– Definition of scope
– Project set up
– Project controlling & coordination
 Topic 2 : Building the change team
– Management teams ( Steering committee, coordination group
– Involve change agents
– Management Training, coaching, teambuilding, mediation, etc.
– Involve change team into the communications process
 Topic 3 : Communication process
– Communication concept, registration of all persons involved
– Information concept ( target groups, goals, media, content )
– Consideration management, + others as multipliers & change agents
– Feedback system for monitoring & reassurance of transparency
 Topic 4 : Management of Forces
– Proactive search for and dealing with conflicts
– Deal constructively with opposition & concern
– Build stable management coalitions
– Participation in a broad & integrative way over hierarchies

Change
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Preparation
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Identify need for change
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Identify problem
Identify willingness for change
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Decide on goals
Identify the involved and affected persons
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Define the basic conditions & provide resources for the project
Feasibility study
Define approach for the analysis phase

Change
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Analysis
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Collect figures, data and facts regarding change
Define basics and rules for the process
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Deal with the different views of the current situation ( Stakeholder analysis )
Elaborate a common picture of the future ( scenarios )
Feed back the results of the analysis of the system to the decision makers
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Elaborate commonalities & differences in judging the problem with persons involved

Change
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Implementation
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Anchor the process of development within the organisation ( Define who, what, when )
Inform the whole system- regular, not just once !
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Manage consistency for results
Integrate goals of the project & goals of management & employees
Support ongoing participation of affected employees / organisation, units
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Make quick wins visible
Secure management attention & support
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Identify the position of persons affected in the transition curve & deal with emotions appropriately

Change
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Concept
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Articulate, substantiate & weight of the goals of the change
Define main focus points ( decision has to be made by management )
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Develop Strategy & process for change ( Interventions, methods, milestones )
Define change characteristics ( task / roles of project managers, project team, and their relation to line management )
Develop a communication plan

Change
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Review
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Complete defined tasks and integrate rising issues
Reflect results of change carefully
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Handle challenges of change ( missed goals, opposition to change ) carefully
Manage individual development processes
End project officially
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Collect & analyse feedback from organisation

Change
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Running business to suit the people not the Business… Do what's Right not just popular..
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Demand outweigh capacity……………
Quality – Right 1st time. Quality control strategy
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No clear operational strategy ( Ties all functions together )
Manufacturing downtime – machines / processes not performing
Financial explanation of change to Plan
Opportunities for HS&E issues
Dysfunctional roles - requires clarity ( Job Role )
Loss making products
Accepting the unacceptable
Lack of Development / Training / Flexibility / Documentation etc.
Lack of Focus on KPIs / KPAs
Lack of space
More use of Lean concepts ( SMED / Kaizen/ DMAIC/PDCA )

Create a plant level structure
Ensure KPIs have airtime
Adaptable - High low volume
Business
Health £
Operational
Responsibility
Plant & or Functional
Responsibility

MBO Fact & Action Driven
Production
Engineering
Snr
Management
Internal Customer / Supplier
HS&E
Finance
Planning Quality
Improve external Customer confidence

Change
Preparation
Analysis
Concept
Phase 0
1.
Collect
Information
Gain knowledge
Analyse situation
Develop change strategy
Implementation
2.
Phase 1
Transfer of informatio n
Explaining reasons
Outline your action plan
Phase 2
3.
Focus on emotions
Show empathy
Confront with new realities
Create will to change and outline
Opportunities
4.
Phase 3
Show Fields of action
Ensure survival
Develop trust & confidenc e
Share & delegate responsibilit ies
Phase 4
5.
Focus on
Strategy
Shape & adjust goals
Interrogate more people
6.
Phase 5
Mobilise all staff & leaders
Ensure transpare ncy
Focus on actions
Review
Phase 6
7.
Learn from your mistakes
Create a learning environment
Create will to experiment
8.
Eventually adapt
Adjust goals
Phase 7
9.
Stabilise by standardisati on
CIP
Maintain
Dialogue orientated culture
10.
Prepare for change

Content: 8 steps to
plan completion
1.Introduction, define the structure and composition of the changed organisation that after delivery will demonstrate the capabilities expressed in the mission statement for
Hyspec & UES.
2. Working practices, people, processes, and technology that support its operation
3. The future state; how the organisation will look
4. Current state and gap analysis
5. Outstanding items for future state
6. Identify projects and key activities
7. Assumptions and constraints
8. Blue print review and sign off
Currently at stage 8 Working practices – All Chosen sectors

Visual picture of the future
Tidal clean energy Marine
Nuclear Oil & Gas
Aviation

Change
How will we know we’ve arrived?
Where are we now?
Consult
Participate
Activate
Communicate
How do we get there?
Where do we want to be?
© MAHLE

WHERE DO YOU FIT IN ?

Industrial Revolution stirred by James Watt’s invention

Inspire Motivate Direct & Lead
“If your actions inspire others to dream more, learn more, do more, and become more; you are a leader.”
-John Quincy Adams
“A healthy attitude is contagious but don’t wait to catch it from others. Be a carrier.”
-Tom Stoppard
“Tension is who you think you should be. Relaxation is who you are.”
-Chinese Proverb
“Your past is not your potential. In any hour you can choose to liberate the future.”
-Marilyn Ferguson
“Heaven on Earth is a choice you must make, not a place you must find.”
-Wayne Dyer
“No person is free until he learns to do his own thinking and gains the courage to act on his own personal initiative.”
-Napoleon Hill
“Remain calm, serene, always in command of yourself. You will then find out how easy it is to get along.”
-Yogananda