Research Paper on:
GM Powertrain Case Study

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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  union representatives prior to the changes being made. It is also important to note that he always provided training whenever it was needed. The result was greater efficiency and increased  motivation and morale. Assessment of change process implemented by Hinrichs Hinrichs has a firm command of the change process. He recognizes that change takes time and that there will