Facing resistance from your production team on new design changes. How will you navigate the pushback?

Before reacting, take time to understand why the production team is resistant. Are there concerns about feasibility, cost, or additional workload? Gathering this insight is crucial for addressing their specific issues. Involve production teams early in the design process. By incorporating their input from the start, you can preemptively address potential issues and build a sense of ownership and collaboration. Be open to compromise. If the production team has valid concerns, work together to find mutually acceptable solutions that address their needs while still achieving the goals of the design changes.

Respond to the query Approaching new design changes with empathy, communication and teamwork are critical when dealing with resistance from your prodn. team. Identify the causes of the resistance and allay any worries or anxieties that the team members may have. Explain the design modifications' justification in detail, highlighting the advantages and possible enhancements for the project or product. Invite the prodn. team to participate in decision-making by asking for their opinions. Promote proactive involvement to cultivate a feeling of possession and commitment to the modifications. Stress that success for the project and the team as a whole is a shared goal. Give the prodn. team the resources and assist they need to adjust to the new

My approach to such instances, has been to understand the real concerns and ensure they get resolved with the newly introduced product or give affirmation that it will be resolved in the immediate next product.

The leader must present to the team the desired change in behavior, the motivations and the form of implementation. Actively listen to comments, suggestions and negative aspects. For the negative aspects, draw up an action plan with contingencies to eliminate or mitigate risks. Then, assign a role to each member in the new project so that everyone feels active and part of the project. In this way, the system gains new energy or a change of level to find a new point of equilibrium.

One thing I’ve realized is that resistance from the production team often stems from their concern about how they will benefit from the changes. Changes typically seem to favor management, so it’s important to highlight the advantages for the team as well. For example, if we implement a change to reduce scrap by adding an extra step or altering a current step in the process, this can lead to reduced scrap and increased profit. More profit can then translate into performance bonuses for the team. Always ensure that you communicate the direct benefits for the team when proposing changes.

New design comes under new design development and each new design development undergoes stage gate process where : - Each and every aspect of manufacturing of new design gets evaluated and production stake holders are also part of the approval stage. Sometimes a new design manufacturing calls for the additional new process, tools, equipment and skill. - design validation, scale up stage gives a time and opportunity to the production team to become versatile in new design manufacturing. At the last stage it goes to mass production. If such stage gate and approval process followed I don't think there will be any resistance. In case a new design gets imposed on the production team, their resistance is normal, training, handholding ismust

Para enfrentar a resistência da equipe de produção em novas mudanças de design, é crucial adotar uma abordagem colaborativa. Comece ouvindo as preocupações da equipe e reconheça suas dificuldades. Explique claramente os benefícios das mudanças e como elas podem impactar positivamente o trabalho deles. Ofereça treinamento e suporte contínuo para facilitar a adaptação. Envolva a equipe no processo de implementação, permitindo que participem das decisões e adaptem as mudanças conforme necessário. A comunicação transparente e a demonstração de respeito pelas opiniões da equipe são essenciais para superar o retrocesso e garantir uma transição mais suave.

1. Understand the Source of Resistance Before addressing the pushback, it is crucial to understand why the production team resists the new design changes. Common reasons may include fear of change, lack of clarity, and concerns about feasibility. 2. Communicate Effectively Articulate the vision, highlight the benefits, and use data and examples to support your arguments. 3. Involve the Team in Decision-Making Consider collaborative workshops, pilot programs, and feedback loops to reduce resistance. 4. Provide Training and Resources Offer comprehensive training and create easy-to-understand guides for implementing design changes. 5. Address Concerns Openly Acknowledge valid concerns and be transparent about challenges.

In most cases, the production team resists frequent design changes, and it indeed brings down the efficiency level. Until the production team is communicated about the benefits of doing the design changes, how they can add value to the entire process and how it can increase efficiency in the longer run, they resist. Once they understand they can do wonders.

Frequent changes cause irritation and the team shows resistance to change. Effective communication is important. what are the pros and cons of those changes that should be communicated to all of the team.

You have to bring the bigger picture, how can it benefit the companies goal and directions, how it is related to business and operations in terms of costs, losses and opportunities.. also by showing accurate datas where and why the need for such new improvements by generating impacts and what bring benefits to them. Make them also accountable and be part of these changes and improvements so that they feel part of it.

In my Prospective Communicating the benefits of new design changes will Clearly articulate how these changes improve efficiency, safety, or quality, and backing up the claims with data and examples is much impactfull. Now Engage in dialogue, listen to their concerns, and involve them in the process to leverage their practical insights. Offer training and support to help them adapt confidently. Implement pilot programs to demonstrate effectiveness and reduce perceived risks. Seek leadership support, maintain open communication, and be patient and flexible, making adjustments based on feedback. This approach fosters collaboration and eases the transition.

Communication bridge the gaps, helps in understanding pain area, views, intent, and also opportunity to grow, improve, excel, create bonding, resolve issue, identify root cause, etc, etc

Long before communicating benefits, we should hear their concerns, even confirm that their concerns are valid (if they indeed are - no pandering). Do not skip over evoking these concerns before articulating the benefits of the change. Where possible and practical, encourage these team members to propose alterations within the scope of the work. This will engage them in the work, benefiting final results when handled appropriately.

The changes to the process with new designs will impact the product. That is the reason we should get all the information possible in a prototype and simulation. Once is in production R&D is the time to analysis of results before implementation. How critical is the change depends on the process.

When discussing community benefits in the context of controlling resistance to design changes within a production team, it is important to highlight how these changes can positively impact the broader community. Here are some potential community benefits - 1.- Improved Products and Services 2.- Sustainability 3.- Economic Growth 4.- Social Responsibility 5.- Community Engagement 6.- Enhanced Reputation

Continue value addition by new design will reduce the regular work burden.value addition to reduce work time is a benefit from new design.

If this is a product design change, invite the production line supervisor and lead persons into the conference room and get them on board. The know better that the new product will help the company to continue to survive. The production workers just need to learn the new product/process from the supervisor without too much external communication from management. It helps to have all the tooling done in the engineering lab before production line changes. On the production line, the Industrial Engineer should already have been proven to be a listener as well as a leader and make sure the operation sheets, BOM, how the parts are delivered to the stations, and the ergonomic arrangement is suitable for the situation.

Oferecer treinamento é fundamental para facilitar a transição para novos designs. Esse treinamento deve ser personalizado para os diferentes papéis dentro da equipe de produção, cobrindo tanto as habilidades práticas necessárias para implementar as mudanças quanto a compreensão teórica dos benefícios. Investir no desenvolvimento da equipe demonstra compromisso com o crescimento deles e confiança na capacidade de adaptação. Isso não apenas facilita o processo de implementação, mas também capacita os membros da equipe a se destacarem em seus papéis.

Also with providing proper Training you can ultimatly reduce cost as your team will solve any problem faster. This Training needs to be adaoted and specific to their role inside the organization.

Para facilitar a transição para novos projetos, fornecer treinamento abrangente é essencial. Este treinamento deve ser adaptado às diferentes funções da equipe de produção e cobrir tanto as habilidades práticas necessárias para implementar as mudanças quanto a compreensão teórica de seus benefícios. Investir no desenvolvimento da equipe demonstra compromisso com seu crescimento e confiança em sua capacidade de adaptação. Isso não apenas suaviza o processo de implementação, mas também capacita os membros da equipe a se destacarem em suas funções. Um treinamento eficaz transforma desafios em oportunidades, promovendo um ambiente de aprendizagem contínua e evolução profissional.

An example I use when training is asking the trainee question about things they were trained on and if they are still a little confused make sure to show them again. In order to know if someone is comprehending what you’re training allow the trainee to do the objective on there own and not they make a mistake guide them. It is so important to treat trainees with respect even if it’s taking longer for them to comprehend because when you show employees with respect and dignity they will like there job and want to do well. Work place bullying should be absolutely unacceptable and will Never be tolerated when I’m ceo.

Once the agreement is done, the next step will be training to all individuals who involve in executing the daily work of the new project. This should start based on hierarchy. Group leaders, team leaders and then it will be very effective if GL and TLs train the members below them

Training or demonstration we call as a samples on some units as most desired one to eliminate the losses during mass production

Actually, I agree with this the most. Training and educating is the foundation for developing a team, gaining trust, understanding individual strengths and weaknesses, and providing knowledge that will curb the angst in a new product. In the Optical industry, especially corporate run stores, employees are up against products changing and educating employees has been the best way to make them feel confident in selling the product.

The training in my opinion should start with the persons participating in the implementation during R&D the personal in this validations should be the first to get training. It is important to be open for feed back and changes.

In order for people to be effective, it is essential that they have a clear understanding of the task at hand. It is important to adopt an approach that encompasses an individual's strengths, considering their whole person and focusing on their specific needs and desired outcomes. These outcomes should align with the overall vision and mission of the organization, while also taking into account the welfare, overall well-being, and sustainability of equipment and energy management. This comprehensive approach ensures that individuals are empowered to perform at their best while contributing to the organization's objectives in a holistic and sustainable manner.

Muito útil no cronograma e trazer os treinamentos a serem executados e executá-los muito bem, para não deixarmos dúvidas. Fazendo com que os colaboradores estejam aptos a executar as alterações de cada operação.

In my perspective involving the team will help for any new product launch. Production team will get motivated if involve from initial and some times we need to explain the product function then only they feel curious about how they going to handle. And we need to challenge them in positive way it will motivate them to do their best.

Involving the production team has many benefits: shared responsibility, new ideas and an operator-friendly design from day 1. It's worth noting that changes in design at later stages attract huge costs and an inclusive design review with all teams ensures smooth execution of the project.

During the initial phases of Design, we should ensure that involvement of the concerned CFT (Manufacturing, QA etc) is set right. Design Review meeting should be conducted periodically during all stages and CFT need to be invited. We need to consider and incorporate the relevant suggestions/ feedback given by Manufacturing Team regarding Manufacturing feasibility, ease of Assembly etc. If we involve Manufacturing Team in all stages of Design phase, we can get their support during Manufacturing/ Assembly process when there’s Error due to Design. If we fail to do so, if they face any Design Error during Manufacturing, they will be frustrated and will escalate. So good rapport need to be maintained with Manufacturing & Quality Team.

Los miembros del equipo se motivan cuando se vuelven protagonistas de los cambios y son escuchados, al poner en valor sus ideas, conocimientos y experiencias logramos participantes más comprometidos. Clave también es realizar reconocimientos a los aportes individuales

This is the most important but highly neglected. Project team and operations teams are two hands . Clap can happen only when both merge. So it is always best to have spocs from operation team from planning stage so that all perspective will be implemented.

This comes before training and implementation ie involvement of all team members for implementing any changes on floor or product

Although there are other methods but involving team in such scenarios is a key factor. They should understand the changes are happening to run the product or program smoothly with certain alternatives. On the other side providing them technical support is an added advantage.

It does depend on the change being made. If it is just to packaging I would involve the team in packaging trials to assess new packaging. If it is a formulation change I would be transparent regarding the reasons for the change and provide access to all communication regards the reason for the change. I have had to move a plant to a single formulation per product. That was resisted until the supervisors realised how it made their jobs easier both to conduct and also ensure their team was following the correct formula. This also decreased the amount of product that was remade and resulted in the direct costs becoming closer to their expected point based on volume and production rate.

All of the listed actions will help. However, this one has additional benefits. It not only helps mitigate the resistance to change. It makes the manufacturing team be part of the process, providing input which has tremendous value and creating the sense of belonging to which is fundamental for participation.

Envolver a equipe é uma ferramenta poderosa para superar a resistência. Inclua sua equipe de produção no processo de mudança de design desde o início, buscando sua opinião nos estágios de planejamento e considerando seriamente suas sugestões. Quando os membros da equipe sentem que sua experiência é valorizada e que têm interesse no resultado, é mais provável que adotem a mudança. Essa abordagem colaborativa pode levar a soluções inovadoras e a um maior senso de propósito compartilhado, essencial para uma transição bem-sucedida. Ao promover o envolvimento, você fortalece o compromisso da equipe e cria um ambiente onde a mudança é vista como uma oportunidade conjunta.

What I have found that works is to provide mockups to try. This allowed for dialogue and see if there continues to be resistance. If needed further mockups taking into account the feedback from the individual. I have found they will take ownership of the solution if you listen and provide parts to align with there suggested solutions.

Let's follow the step by step approach Today the world is a simulation and we should simulate the situation and clear all the concerns and digitally validate all possible concerns, then we should do pilot trial and then final implementation. There is least likely chances of resistance, even your confidence will be higher to implement it.

Piloting a new design in production and being open to making adjustments based on lessons learned goes a long way towards acceptance. In my experience even the best laid plans needs adjustment on launch. It is always wise to get input and feedback from those doing the work through a pilot.

Once trained and involved, the next step will be pilot implementation. Pilot is the best method where majority of risks will be minimised. All the trials PDCA s will be completed in pilot stage with the reflections we will be ready to implement in scale up

Correto, todo projeto, toda mudança, por menos que seja, deve ter um projeto piloto, assim conseguirmos fazer a adaptação de toda a equipe ao projeto.

Try to communicate the design changes through the 3-D modelling tools and also show the impacts of change through intensive calculation and data analysis. 3-D models provides the difference visually and thus could be elaborated subsequently. Virtual construction can also do wonders if its assembly parts are available.

Implementar um programa piloto antes de realizar grandes mudanças de design na linha de produção pode ser uma estratégia eficaz. Selecionar uma parte pequena e controlada do processo de produção para testar novos designs permite a coleta de dados reais sobre o impacto das mudanças e a resolução de problemas em menor escala. Um piloto bem-sucedido não apenas demonstra a eficácia dos novos projetos, mas também serve como um exemplo positivo para aliviar as preocupações da equipe. Ao adotar essa abordagem, você cria uma base sólida para a transição, promovendo confiança e aceitação entre todos os envolvidos na mudança.

Yes testing new methods on a production line should not cause the whole production line to break down and stop production. When testing new products and designs we want our best employees with the most experience in manufacturing to take control of new designs or new machines whatever the change might be.

At times adjustments in execution may not necessarily mean going away from the end goal. Looking at the end goal as an experience or a bigger picture helps to be flexible rather than looking at the impact being created by the adjustments on the specifications of the product.

Expect the unexpected, think this is a phrase to think about, we always need to adaot not only in terms of timing but also techonology. Bring pioneers in something takes time and fallbacks so we must try and Expect everything that can happen.

Assessment of each team member is must i.e. do a SWOT analysis with them to see how they evaluate the project. Then you can discuss with them about their analysis through effectively communicating and addressing their concerns. Also can share their positive analysis with others who have doubts.

Having a Manufacturing Engineering team, and guarding their charter, is critical. Many OEMs either just don't have one or, if they do the MEs are appropriated into the day to day operational urgencies of the floor. Attempts at building strong bridges between Engineering and Manufacturing fail for lack of MEs bandwidth at the right points. Protect the MEs focus.

Halving A central team that absorves all lessons learn from all the plantas is a must! Having different plants comiting the same mistakes shouldn't happen as for the need of central team (corporate team) should link all together.

I thought it was always important that the engineering group work with the production team ahead of design improvements. This incorporates buy in ahead of time and can actually help the engineers cut time and expenses of revisions.