This 4 page paper presents an analysis of a Harvard Case study about GM's Fredericksburg powertrain plant. The writer comments on the changes made by the manager, the effectiveness of the change process used, the criteria the plant manager needs to consider with the recently broken machine and a recommendation. Bibliography lists 1 source.
GM POWERTRAIN CASE STUDY , properly! Assessment of changes has introduced The operational
changes Hinrichs made led to increased productivity, greater quality, greater efficiency and higher morale. He redesigned jobs to minimize lax or waiting time and in some cases, to give the
employee more control over his/her job. It was a significant achievement to earn GS 9000 certification and it was project that required significant changes in how employees thought about
their jobs. This has always been a small-town community, somewhat lax about keeping records. Achieving this certification gave the products a seal of quality, which translates to a competitive advantage.
Hinrichs was changing more than half (60%) the processes at the plant. The new cell stations were the most dramatic change for assembly workers. It changed the process from the
operator sitting down all day to moving around all day. While workers were initially reluctant to make the change, they soon found it was better for them. The new operation
assured design consistency so that workers could move from one station to another easily. The process eliminated wait time for the operators. Another major change was with the Ajax
heat treat areas where there was a great deal of wait time. Hinrichs combined related job responsibilities so he had the operators trained so they could take over the inspectors
jobs and moved the inspectors to other locations. This not only saved time and increased productivity, it was more interesting for the workers. Another example were the bonders where the
new process allowed a single operator to load, unload and monitor production. Again, workers were given more responsibility. It is important to note that Hinrichs always talked with workers and