Organizational Development

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ORGANIZATIONAL DEVELOPMENT RESEARCH
Flextronics, America

Steve Flatt

Instructor: Karl Hartenstine
Park University Internet Campus
A course paper presented to the School for Arts and Sciences and Distance Learning in partial fulfillment of the requirements for the degree of Baccalaureate
Organizational Development and Change
Park University
May 2012

TABLE OF CONTENTS
Page
INTRODUCTION……………………………………………………………………………….….3 BODY…………………………………………………………………………………………….…3 Preparing and planning for change………………………………………………….…3 Problem and Area for Improvement……………………………………………….…..4 Impact of Organization’s Culture………………………………………………………..4 Client and Practitioner Considerations………………………………………………....4 Diagnostic Process and Data Collection……………………………………………....6 Overcoming Resistance to Change………………………………………………….…6 Institutionalization Action Plan and Timeline………………………………………......7 Action Plans, Strategies, and Techniques……………………………………………...8 Specific Intervention Analysis………………………………………………………….…9 CONCLUSION……………………………………………………………………………………...10 REFERENCES…………………………………………………………………………………..…11

INTRODUCTION
Flextronics, or Flex, is a contract manufacturing headquartered in Singapore and located in over 30 countries across the globe. Flextronics or Flex as it’s commonly known, is a LEAN based company and driven to providing quality products to our customers in an quick and efficient manner. Flextronics is unique in the depth, breadth and scope of the company. With an unmatched global presence, customers are supported with unprecedented speed in product ramp-up, delivery, and the ability to manage volume regardless of complexity or product mix. Leveraging state-of-the-art LEAN practices, Six Sigma, key investments in infrastructure and FlexQ, a propriety quality program that is beyond leading edge according to customers, Flextronics is the market leader in almost every business in which it operates. (Flex, 2012), Locally Flextronics Las Vegas is responsible for the design, engineering and manufacture of industrial solar panels measuring 50ft X 70ft, used both in the US and Europe, Asia and South West Asia.

BODY
Flex Las Vegas has been in existence since January 2011, and for the first year the policy and expectation was focused on New Product Introduction (NPI). Since the establishment and refinement of the process, although there is a new generation solar panel set for introduction in 2012, the process design is in place and therefore the Las Vegas site is facing the requirement of complying with corporate policy in regard to creating a LEAN manufacturing environment. The key to the success of this organizational change is a clear, defined training program, coupled with a strong and definitive communication process to allow the change from the standard American work principles into the tried and proven Japanese method of LEAN thinking and involvement. While trying to implement new and improved way of conducting business there will be a number of events that will have to take place. As development and change of any process, organization or cultural development takes time. A defined process and plan with the following steps needs to be followed to ensure success: preparing for change, impact of the organization’s culture, consultant considerations, diagnostic process, overcoming resistance, institutionalization timelines, and OD intervention strategies.

Preparing for Change
While Flex as a company has a proven record of being a leader in LEAN manufacturing, the Las Vegas site has not established itself on such a level. Currently Flex, North Las Vegas is not a good representation of the company reputation and failure to implement LEAN and establish a recognized and measurable improvement in production, costs and processes will only result in the loss of the customer, but closure of the facility, resulting in the loss of over 800 jobs. This change is going to take total effort form the...
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