Gomez Arcos et la parole en français : les interférences

Following the audit of the GFT Blue Sky Programme the design of the OCP Intervention Framework commenced. Once developed the Intervention would be rolled out within the SME domains. It was imperative to utilise the skills and experiences of the Blue Sky Subject and Element Champions and it was anticipated that they would provide a coaching role to the OCP participating companies.

The Participatory Intervention Framework was used as the basis for the design of OCP. The Framework would allow structure and process for OCP and provide high level management process. Figure 38 presents a Level 0 view of OCP Framework, where the Situational Environment a) represents the Northwest Automotive Sector, OCP Operations are shown as b) and OCP Management as c).

Figure 38: OCP Framework - Level 0 View

At level 0 the OCP Management function is undertaken by an OCP Steering Group which was established and key roles defined (Table 26). A set of guidelines to support the roll out of the OCP model were developed and management processes established that would monitor and evaluate the

performance of the programme over time.

Table 26: OCP Steering Group

The Researcher designed, led and managed the roll out of OCP. Other steering group members were brought into the steering group for their support and provide on-going effective monitoring of the progress of OCP through its lifecycle.

Figure 39 extends the OCP Framework to Level 1 and depicts the participating companies, the local management structure and the local operating environment.

Steering Group Role Team Stakeholder Normal Role OCP Programme Manager and Academic Specialist

LJMU

Researcher and Academic

Academic Specialist Academic

Academic Specialist Academic

Project Coordinator Academic

Non-Automotive Sector Funding Specialist Business Development Manager

Funding Sponsor NAA Chief Executive of NAA

Automotive Sector Funding Specialist Business Development Advisor

GFT Operations Director and Programme Sponsor GFT Plant Manager

Blue Sky Specialist Financial Controller

Blue Sky Senior Programme Sponsor Change Sponsor

Figure 39: OCP Framework - Level 1 View

It was designed that six companies would engage in OCP, each are represented C1 – C6 in the model and are embedded into the operations of OCP from the level 0 view. Each participating company requires a local OCP management function to be created (C1M – C6M). OCP also has a local operating environment which overlaps via the processes adopted within the OCP framework.

Although the OCP model depicts the operating and management functions of the OCP change process, it should be remembered that each company operates in its own business environment.

Also within the environment it is clear that the GFT environment is affected by OCP. This is due in part that coaches deployed within OCP would engage within each of the participating companies change programmes. They would also take learning from these interventions back into the GFT environment. Conversely the GFT coaches would bring their own GFT (Blue Sky) change knowledge and experience into the operations of the company interventions.

The OCP Management function has effective Policy Guidelines that are understood by the participating companies. The OCP Programme Team ensures that the Policy Guidelines are practiced through the OCP Management function. The OCP Intelligence function acts to relay information from the local sector environment to ensure OCP participating companies and management are aware of external forces that may affect the running of the programme. The function also acts as an amplifier to relay the outputs and successes of the OCP Programme back into the local automotive environment. The NAA and its role within the sector would assist in this function of the model but the research team would also endeavour to present the research within the academic and industry sectors.

A co-ordination function ensures that each of the individual participating company engagements was running smoothly. This would be the responsibility of the OCP Programme Team and the local company management. Guidelines for the audit function would be communicated to stakeholders. The OCP Programme Team would also adopt an audit role within the framework.

Periodic audits would be conducted to ensure the OCP Model itself is effective. As the participants of the OCP interventions engage within the framework, there would be lots of opportunity to share experiences. This allowed individuals, teams, companies and projects to develop via the learning processes and opportunity to try out new ideas shared within the community. At level 1, companies would be assisted in setting direction of their change interventions via the OCP framework. Before diving into change initiatives, the overall strategic vision would set the scene and help to set the high level project objectives. The OCP framework would assist companies to identify potential projects that would deliver the strategic objectives. To achieve this, the companies would engage their internal workforce in the process.

Once projects were identified, volunteers to manage the project interventions would be sourced.

These project leaders would be known as the OCP Champions within the programme. To assist in the local management of OCP within participating companies a further level of recursion for the OCP Framework was required. This is depicted in Figure 40.

At level 2 the OCP Framework depicts the OCP operations within the local company environment.

Each participating company identify a number of project interventions (P1 – P3) which were managed locally by the OCP Company Champion. A cross functional team were assigned to deliver the improvements within the business. Each Project operates in its local environment which is embedded within the company operating environment. As depicted, the company OCP environment was embedded within the OCP environment.

Figure 40: OCP Framework - Level 2 View

Each project, managed by the OCP Company Champion, would be assigned a dedicated OCP Coach from GFT; The GFT Coach would be experienced in managing change and would have managed a change programme within Blue Sky. GFT Coaches would be trained in coaching skills prior to their engagement in OCP. As shown in Figure 38, which in this example depicts Company A, the OCP Management function is based on the level 0 OCP policy guidelines. The Management function at this level would be undertaken by a senior company sponsor who is coached by the OCP Co-ordinator. The OCP Audit function is undertaken by the OCP Co-ordinator who visits the company on a regular basis to record progress. The senior company sponsor is responsible for undertaking the intelligence function and would report issues or successes via the project-co-ordinator to the next level of recursion. These issues or stories of success would be recorded by the project co-ordinator.

 OCP Marketing

In order to assist in the communication of OCP to key participating stakeholders, a simple OCP Engagement Process Model was developed. This mirrored the Blue Sky Framework to help the GFT participants to identify with the model and had three phases: a Pre-engagement Phase, Phase One involved the development of a Strategy and Phase Two a Re-engineering and Implementation Phase. Figure 41 depicts a high level view of the OCP Engagement Process Model.

Figure 41: OCP High Level Engagement Process Model

Prior to commencing the Programme, companies undertook pre-engagement activity. This involved the application by companies onto the Programme and an evaluation of their commitment. The application form asked insightful questions and a statement outlining why the company wanted to engage in the programme. The application forms were evaluated by the OCP Steering Group and shortlisted companies undertook a formal interview again by representatives of the OCP Steering Group. Once accepted, companies set an initial strategy for the change programme presenting clear high level business goals. A number of potential projects would then be identified and prioritised. Selected projects would go on to the re-engineered stage and supported by GFT Coaches, teams implemented improvements. A series of guideline and process documentation was developed to support the roll out of OCP.

 Pre – Engagement Marketing and Sign Up

A number of information days were designed and run to promote OCP in the automotive sector.

These were marketed by the NAA to inform their customer base of the OCP opportunity.

Interested companies attended information days to help them assess whether they are interested in participating in the project.

Staff from the OCP and Blue Sky teams helped to facilitate the information days. A tour of the GFT site allowed interested companies to appreciate the impact that Blue Sky had to GFT and help exemplify the Programme. Interested companies expressed interest in signing up to the OCP programme and were visited by representatives of the OCP team to complete necessary funding paperwork. Basic company information relating to company type, size of company, number of employees, etc. was collated. This information helped in preparing the OCP team to undertake a baseline assessment but also fed into the OCP data collection mechanism. Senior Managers within the interested companies were interviewed by representatives of OCP Team to assess their

Both the information events and the introductory visit provided interested companies with sufficient information to allow them to determine whether OCP is the right approach for their particular situation and also informed the companies as to the workload commitment they were signing up to. It was imperative at this stage that companies were aware of the time commitment of the programme.

 The Baseline Assessment

The Baseline Assessment was a questionnaire that was developed especially for the OCP Programme. It was primarily based on the European Framework for Quality Management (EFQM) Excellence Model. Data was collated via a questionnaire with respect to the EFQM themes:

 Key Tasks

A cross section of each organisation was surveyed including:

 Senior Management

 Administration employees

 Shop Floor employees

 New Starters

 Supervisors

The purpose of the questionnaire was twofold: firstly it enabled an internal perspective analysis of the organisation based on the current position. Data was gleaned from a cross functional representation of the workforce to extract a balanced view. These data would allow the coaches to get an understanding of the organisational situation without the need to speak to all staff within the company. A copy of the Baseline Questionnaire is presented in Appendix F. The sample size of the survey within each company is determined as a percentage of the workforce. This was estimated to be 10% of the population or 10 questionnaires (whichever greater). Data collected via the questionnaires are analysed using analytical software to produce a Baseline Survey Report.

This report is presented to Senior Management and informs discussions regarding the selection of projects within the OCP engagement. A copy of a Baseline Survey and a Sample Company Baseline Report can be found in Appendix G.

Secondly, data collected during the pre-engagement process are used later in the programme to evaluate the impact of the OCP engagement within the participating companies. A second survey would be completed at the end of the engagement and compared to the Baseline Data.

 The OCP Engagement Process

Figure 42 provides a more detailed description of the OCP Engagement Process.

Figure 42: Detailed OCP Engagement Process Model

During the Strategy Phase, participating companies set a vision for their Organisational Change Programme. This was achieved by undertaking a brainstorming exercise engaging as many staff from the business and supported by facilitators from the OCP Programme Team. Projects identified were categorised and prioritised by Senior Managers. The Baseline Survey Report provided during the pre-engagement process assisted companies in prioritising projects. This aspect of the design was aimed at driving forward the participatory element which was acknowledged as key to the acceptance of change within the company. Ownership of the overall programme goals lie with Senior Management and not the Project Facilitators.

Projects selected would set the Main Agenda for the OCP Engagement for the participating company. Chosen projects were further analysed to help determine project scope and high level objectives. Project Champions would be identified to lead the change projects. Project Champions were volunteers from the Participating Company. Project Teams would also be selected and assisted the Project Champion to deliver the stated objectives. Once again, the participatory element of cross functional (volunteer) teams, add to the acceptance of identified change within the business by stakeholders. At this stage, and once the projects are clarified, OCP Coaches would be identified by the company to support the Project Champions. The OCP Coaches provide an impartial external perspective to the partnership whilst providing a perceived change expert into the team.

A Main Agenda document (D1) highlights the chosen projects, teams assigned and high level objectives captured by the OCP Programme Team. This document provided terms of reference for the OCP Project. The decision regarding which of the GFT Coaches would be assigned to the participating companies is made by the OCP Programme Team once each of the companies has completed their Main Agenda paperwork. Although it was not essential that each of the Coaches is expert within the projects selected by the company, experience of the types of issues that the project teams may face would be beneficial.

Early in Phase Two an initial OCP Launch Meeting would be planned. This meeting would be attended by Senior Managers from the participating company, representatives from the OCP Programme Team, Project Champions and Project Coaches. The aim of this initial meeting is to allow Project Coaches to meet the participating company and the key company stakeholders. A site tour of the participating company allows the Project Coaches to understand further the company context.

The Project Champions will accompany their assigned Coach on a company tour as this function acts to build rapport between the Coach and the Champion. Prior to the Launch Meeting, a copy of the Main Agenda document is distributed to the Project Coaches so they can gain an insight into the projects selected.

The Project Champion briefs the Coach of the company’s selected project at the Launch Meeting.

All Champions and Coaches attend this session to ensure there is clarity and understanding of all projects taken forward by the company. The Team undertake a Stakeholder Analysis of each project to identify stakeholders affected by each of the projects (D2). This activity demonstrates the potential impact of change to the stakeholders of the business. A review of the Company Project Team ensures key stakeholders are represented within the team and where necessary further team members are recruited. Finally each OCP Project Team (including the Coach) prepares an Initial Project Plan (D3). This helps to prepare the Project Champions in liaising with the Project Team within the business.

Champions hold a local level Project Team Meeting (or series of Team Meetings) to review and revise the Project Plan which is aimed at providing the project management element of the programme. High level Project Objectives are explored to develop the project plan with timescales, deliverables and action plan for the team to use to manage their progress. Once completed the Project Plan is signed by the Project Champion, Coach and Senior Company Sponsor and returned to the OCP Programme Office. Once the projects are defined the OCP Project teams work on engineering and implementing changes within their business. This re-engineering and implementation activity may take several weeks or months, depending on the complexity of the project.

An activity log is used to record time taken within the business for the change initiatives (D4).

This is essential for reporting purposes to the funding body but also a useful exercise to report the work undertaken by the teams within the business to Senior Management. The Project Champion and Project Coach meet frequently to review progress. The Project Champion and Team work on the delivery of the Project within the business organisation undertaking activity alongside their day to day activity. The Project Coach helps the Champion to maintain motivation of the Project within the business and provide support in the monitoring of progress against plan.

Progress Reports (D5) are created during meetings between the Programme Champion and Coach which is sent to the Company Sponsor and to the OCP Programme Team. Issues or concerns raised during these meetings are accelerated to the Company Sponsor or the OCP Programme Team.

These are logged onto the Progress Reports generated by the Project Coach. Quarterly Management Meetings are also undertaken and attended by a member of the OCP Programme Team, the Company Sponsor, Company Champions and Coaches to review progress against plan.

The role of the quarterly meeting is to monitor progress and address concerns where necessary within the intervention engagement.