Title: Good Practice example for Change Management in Josefsheim Bigge:
1Good Practice example for Change Management in
Josefsheim Bigge
The integration of a workgroup from the Sheltered
Workshop in an industrial factory
2Josefsheim 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
3Vocational education
We enable each person to develop and to realize
his vision in life.
4Change-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.
5Co-operation partners
Industrial concern Olsberg Company
The Sheltered Workshops at the Josefsheim Bigge
6 The
Company
Products
7Starting 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.
9Objectives 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
11Win-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
12Win-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
13Organisation 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
- 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
19Results 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
20Lessons 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
22Thank you for your attention!