Hello everyone, I'm not a prolific letter writer but I need some advice.
Our CEO has communicated to the workforce a mission briefing on the vision for the company for the next few years. Although it was long overdue I thought this was a step in the right direction. An essential part of the vision relates to continuous improvement, productivity and efficiency. In my role as Quality Manager I am a lot more focused with regard to the part I can play in helping the CEO to realise his vision. I thought that highlighting continuous improvement rather than our usual, short-term focus, of getting as many items out through the door. The path would be smoothed over, resulting in more co-operation from the workforce on ‘quality' projects.
Whilst the briefing was a long awaited step forward the CEO stated that in our quest to be ‘lean and mean' we would lose 20% of the workforce over the next few years. He did make it clear however that the reduction would be from natural wastage and definitely not forced redundancies. Personally I wish he had not mentioned the reduction in staff. The problem I am finding now is that rather than concentrating on the 99% of positive things relating to the future the workforce have concentrated on the job reductions. This week when I tried to start a couple of factory based projects I got an even worse response than before, the concern and suspicion was clear. I tried explaining that around 6 people a year leave of their own accord and this would amount to 30 people within five years, I made some headway but still I know some mistrust remains.
Like it or not improvement is often equated with job losses by the shop floor personnel and although the threat is not real, it is what they believe. I know that I'm an old dog and rose up from the shop floor and I would be feeling exactly the same way.
The business is very profitable but with a vibrant continuous improvement policy, it could achieve even higher profits so there is no immediate threat to people's jobs. If anyone has been through a similar situation I would appreciate some advice on getting over this sticky problem.
P.S. I think I require a good thick book for this case. An organisational psychology one would be good, I could hit a couple of people over the head with it.
Have a Good Day.
Roger
- Home
- Sponsors
- Forums
- Members ˅
- Resources ˅
- Files
- FAQ ˅
- Jobs
-
Webinars ˅
- Upcoming Food Safety Fridays
- Recorded Food Safety Fridays
- Upcoming Hot Topics from Sponsors
- Recorded Hot Topics from Sponsors
- Food Safety Live 2013
- Food Safety Live 2014
- Food Safety Live 2015
- Food Safety Live 2016
- Food Safety Live 2017
- Food Safety Live 2018
- Food Safety Live 2019
- Food Safety Live 2020
- Food Safety Live 2021
- Training ˅
- Links
- Store ˅
- More