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Good Practice example for Change Management in Josefsheim Bigge:

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under the conditions of the free market economy ... Draw up a time schedule, work plan and financial ... Lessons learned. The personnel manager in the company ... – PowerPoint PPT presentation

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Title: Good Practice example for Change Management in Josefsheim Bigge:


1
Good Practice example for Change Management in
Josefsheim Bigge
The integration of a workgroup from the Sheltered
Workshop in an industrial factory
2
Josefsheim Bigge
  • Subsidiary of the JG-group
  • Founded in 1904
  • Focusing on the rehabilitation of
  • people with physical, learning,
  • sensory and multiple disabilities
  • of all ages
  • Number of staff 655
  • Number of service users
  • approx. 770
  • Awarded with EQUASS in 2006

3
Vocational education
We enable each person to develop and to realize
his vision in life.
4
Change-Management
Our definition
  • Change Management is an integral part of
    strategic
  • business policy and thus is a standard
    procedure
  • in the company.
  • We must have the ability to introduce necessary
  • development and change processes in
    organisations
  • and ensure successful implementation.
  • Change processes can be initiated externally or
    internally,
  • in both cases they result in efforts to meet
    set targets.

5
Co-operation partners
Industrial concern Olsberg Company
The Sheltered Workshops at the Josefsheim Bigge
6

The
Company
Products
7
Starting situation
  • 40 years successful co-operation in the
    production of electric
  • storage heaters
  • To date, the service users of the workshop in
    the Sheltered
  • Workshop have assemble and mounted the
    switchboards

8
  • The Olsberg company have extra costs as
  • the material for the assembly of the industrial
  • products needs to be delivered to the Bigge
  • Workshops
  • There was, until now, no alternative for
  • the service users of the Sheltered
  • Workshop but to spend their working
  • lives in the workshops
  • The general job market has been almost
  • inaccessible to many people with
  • disabilities.

9
Objectives of the change process
Business objectives
  • Acceptance of people with disabilities (pwd) in
    the general job market
  • Integration of pwd in all production stages of
    the Olsberg Company
  • under the conditions of the free market economy
  • To give pwd a way to take action by offering
    them educational
  • opportunities to widen their professional,
    personal and social skills
  • To work under normal conditions by the
    integration of jobs from
  • the Sheltered Workshop in outside companies

10
Strategy
  • To achieve acceptance by implementing the
    relocation
  • of the workshop to private companies.
  • To give service users the qualifications needed
    to provide
  • an opportunity to enter the general job market.
  • To take service users out of the workshop, place
    them in
  • the production processes and move them around
    as needed.
  • To convince the company managers that pwd are
    just as
  • good as any other employees with the same
    strenghts
  • and weaknesses
  • Disabled and non-disabled people work and learn
    together

11
Win-win situation
Advantages for the Josefsheim
  • Opportunity to integrate the service users in
    other companies
  • To have pwd as closely involved as possible with
    production
  • in companies
  • Economic advantage due to reduced costs for
    storage
  • and logistics
  • Day-to-day personal contact and mutual
    understanding
  • between nondisabled and disabled employees

12
Win-win situation
Advantages for the companies
  • Improvement of production processes
  • Decrease in the logistic costs
  • Reduction of storage costs
  • Improve the social image of the company
  • By dealing with a diversity of people and
    through learning from
  • one another, the Olsberg Company employees are
    sensitised
  • and their social and personal skills are
    enhanced

13
Organisation and course of action for the
change process
Approach
  • Find a partner who will employ a workgroup in
    their company
  • Point out the economical gain
  • Illustrate the social benefit
  • Gain acceptance for the concept with sponsors
    and other
  • stakeholders.
  • Win company employee and service user interest
    in the project
  • Draw up a time schedule, work plan and financial
    plan
  • (cost division)

14
Implementation in three phases
Phase 1 Initiation and management
  • Set up the work conditions
  • Define job to be carried out
  • Consult the pwd who will be involved
  • Prepare the employees of the Olsberg Company for
    their
  • new collegues with disabilitites
  • Establish communication and co-operation plans

15
Phase 2 Stabilisation and development
  • The workgroup works directly in the company
  • Once one has learnt the potential and
    qualifications of the
  • individuals during day-to-day work, they can
    then be placed
  • outside and moved between various workplaces in
    the company

Phase 3 Integration
  • The work group is completly involved
  • in the production process and works
  • independently
  • The group leader does not have to attend
  • the workshop at all time

16
Assessment and Review
  • Interview those involved
  • Quality of the work
  • Inclusion in the work process
  • Temporary or total transfer
  • to the general job market

17
Results
  • The service users do enjoy normal
  • working life
  • The group is integrated in the production
  • process and works independently
  • Integration of individual service users in
  • standard production processes outside the
    assemply group
  • It is not necessary for the group leader to be
    constantly present
  • Satisfaction of all involved parties

18
  • The Olsberg Company
  • was presented with the
  • Innovation Award of
  • North Rhine-Westphalia
  • Mr. Kersting, CEO of the Olsberg
  • Company, was presented the
  • Business Award for Social
  • Commitment by the Federal
  • Association for Small and Medium-
  • sized Businesses in 2007

19
Results of the change process
  • Expansion of the target groups
  • Search for further co-operation partners to
    outsource
  • additional jobs in workshops on their premises
  • Sheltered work
  • Vocational training / training partnership
  • work experience / practical course

20
Lessons learned
  • Integration of our disabled service users in the
    production
  • areal of the Olsberg Company works well
  • The self-confidence and self-esteem of the
    disabled people
  • has grown
  • High identification of the employess with the
    product
  • and with the Olsberg Company
  • The factory employees have lost any reservations
  • and prejudices they may have had concerning pwd

21
  • The personnel manager in the company
  • have overcome prejudices such as we will only
    have
  • problems with disabled employees in the company
  • Further courses of instruction for Olsberg
    Company
  • employees, e.g. on the subject of certain
    disabilities
  • are needed and planned

22
Thank you for your attention!
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