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CHANGE MANAGEMENT PROJECT REPORT
BY
MARYAM HASHMI
ARBAB SIKANDER
ASAD ABBAS
KAMRAN ASHRAF







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TABLE OF CONTENTS


Introduction . 4
Vision ... 6
Mission 6
Human Capital Management . 6
Need for Change 7
Change Management Model 8
Application of the Model .. 10
Conclusion . 15
References . 16







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INTRODUCTION
Fauji Fertilizer Bin Qasim Limited (FFBL) is a modern Granular Urea
and Di-Ammonium Phosphate (DAP) fertilizers manufacturing
company, built at a cost of US$ 468 Million and located in Eastern
Zone of Bin Qasim, Karachi, Pakistan.
FFBL is the only fertilizer complex in Pakistan producing DAP
fertilizer and Granular Urea thus making significant contribution
towards agricultural growth of the country by meeting 45% of the
demand of DAP and 13% of Urea in domestic market.
Fauji Fertilizer Bin Qasim limited is committed to support countrys
agricultural production and economy by continual improvement
and excellence in all areas of its functioning.
The company management and all employees are dedicated to
practice efficient and environment friendly process for prevention
of pollution and strive to exceed local and international standards of
quality, health, safety and environment.
The management and employees have also committed themselves to
achieve full customer satisfaction, meet legal and moral obligations
through coordinated efforts as One Team.
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VISION
To be a premier organization focused on quality and growth, leading
to enhanced stakeholders value.
MISSION
FFBL is committed to remain amongst the best companies by
maintaining the spirit of excellence through sustained growth rate
in all activities, competitive price, quality fertilizer and providing
safe and conducive working environment for the employees.
HUMAN CAPITAL MANAGEMENT
Like any progressive, growing and dynamic organization, the
Management of Fauji Fertilizer Bin Qasim Ltd. (FFBL) gives due
priority to the Human Resources realizing their vital role in the
overall performance.
Recruitment Policy
The recruitment policy is based on sound planning and correct
assessment. The Human Capital Management Department is careful
of its demanding responsibilities and is committed to hunt "Right
People for Right Job" by adopting transparent, creative, innovative
and well thought out recruitment policy.
Induction & Grooming
FFBL recognize that their employees need to be equipped with
knowledge and skills necessary to meet the challenges of time.
Technical Training Center conducts and organizes technical as well
as management development trainings using in-house and outside
resources.
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Facilities & Benefits
The employees are provided with all welfare oriented facilities.
These include full medical coverage, transport facility,
accommodation at plant site or in nearby areas on subsidized basis,
catering of all employees during office hours etc. These services are
provided to ensure that employees are committed fully to their jobs.
NEED FOR A CHANGE
FFBL adopted Enterprise Resource Planning (ERP) system to
sustain competitive edge in the market. ERP system is an integrated
set of programs and process for all kind of data and information that
provides support for core organizational activities such as
manufacturing and procurement, finance and accounting, sales and
marketing, and human resources.
An ERP system helps various parts of the organization share data
and knowledge, reduce costs, and improve management of business
processes.
However, successful ERP implementation is not easy nor an
inexpensive, risk-free venture. 75 80% of all ERP implementations
around the world fail. The major reason for failure is the resistance
of people to change. FFBLs ERP implementation project is
considered as one of the success stories of SAP (Systems
Applications and Products in Data Processing, one of the largest
software companies in the world).


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CHANGE MANAGEMENT MODEL

1. Urgency Creation and Benefit Realization
i. Creating a crisis situation
ii. Breaking the existing status quo
iii. Identification of project benefits
iv. Putting up processes to ensure benefits are realized
2. Creation of a Winning Team
i. Putting together a group with enough expertise and
credibility to implement the change
ii. Getting the group to work together like a team
1.Urgency
Creation and
Benefit
Realization
2. Creation of a
Winning Team
3. Managing
Stakeholder
Expectations
4. Work Force
Transition
5. Training
Effectiveness
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3. Managing Stakeholders Expectations
i. Identification of key project stakeholders or
stakeholder groups
ii. Focusing on resolution of issues that may reduce
their level of support for the project
4. Work Force Transition
i. Identify fears among work force
ii. Guiding the work force through the change process
i.e., from current to future state
5. Training Effectiveness
i. Identification of Learning Needs
ii. Development of Training Materials
iii. Effective delivery of training
iv. Evaluation
Communication
b. Building Awareness
c. Setting Expectations
d. Outlining the actions required to prepare for the Change
e. Reinforce expectations to take action and embrace the
change
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APPLICATION OF THE MODEL
1. Urgency Creation and Benefit Realization
Employees were bombarded with information on future
opportunity in terms of implementing ERP, using emails,
newsletters, notice boards, weekly meetings etc as medium.
Management Consulting Firm was hired to carry out the study
and to provide an outside view and an honest appraisal for the
employees.
Employees were involved at an early stage. The employees
discussed the pros and cons on an Employee Portal
implemented by the consulting firm to help the employees feel
out technology at the work place.

2. Creation of a Winning Team
A group with enough expertise and credibility was made to
implement the change and work like a team.
This included a 3 day team building exercise by a consulting
firm to introduce the One Team concept among the members.
The team included:
Project Manager
Change Experts
Training Experts
ERP Implementation Experts
Communication Lead
One employee from each department identified as Super User
3. Managing Stakeholders Expectations
People earmarked as stakeholders for the project included:
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Department Heads all directly reporting to the
Chief Executive
Board of Directors, headed by MD Fauji Foundation
Initial assessment regarding their level of commitment to the
project was done.
Formal Interviews with stakeholders were conducted to discuss
level of awareness of project objectives, implementation plan
R-W surveys (Resistance Willingness Surveys) were done
through out the implementation process.
The survey results received from three R-W surveys carried out
in the beginning, after a year and at completion are shown as
follows:


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4. Work Force Transition
Guiding the work force from current to future state was the
most important activity for the team.
Initially, surveys showed lot of resistance from employees.
Some of the reasons behind this were:
Lack of Skills to effectively use the system.
Lack of understanding of the new system due to
changes in processes and workflows.
Upper / Middle Managements fear of re-defining of
organization structures; positional power at risk.
Layoffs.
Status quo.
Range of activities carried out by the Change Management
team
Communication of ideas which helped employees to
see the needs and the logic for the change.
Using newsletters, company website, emails and
notice boards to put the message across.
Using Employee portal for dual purpose a) listen to
employees concerns and addressing them b) giving
employees a feel of the technology.
Presentations to groups as method to educate
people beforehand.
Incentives to early adopters of the system.
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Use of ADKAR model throughout the
implementation to assess the adoption among
employees (a change management model which
includes following steps: awareness, desire,
knowledge, ability and reinforcement).
Use of R-W Surveys through out the implementation.
The survey results received from three R-W surveys.
carried out in the beginning, after a year and at
completion are shown as follow:





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5. Training Effectiveness
Training experts were involved in the identification of training
needs through Training Needs Analysis.
More than 250 formal trainings were carried out during the
implementation.
Attendance certificates were given to all employees.
Cash incentives were given to the top performer in each
session of training.













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CONCLUSION
These were the steps which FFBL adopted in order to bring a
change which was to have an ERP system. Successful ERP
implementation projects are less about technology and more
about people and processes. FFBL successfully implemented it by:
Using the appropriate strategies and techniques.
Non stop communication was done.
Appropriate training was given.
Continually evaluated the status of change management efforts.
Reduced the uncertainty and perceived risk in individuals.
Commitment of top management to implement change.














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REFERENCES
http://www.ffbl.com/
http://www.change-management-coach.com/adkar.html
http://en.wikipedia.org/wiki/SAP_AG

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