143
15
Planning and Implementing
Your Improvements
e probability of success in any major improvement eort or process
overhaul depends on having enough support for the changes. Support
must come from both management and direct labor. Without both buying
into the change, the implementation will be much more dicult and most
likely less successful.
Discussing your plan with managers rst and soliciting their help and
advice on implementing the changes is always a good idea. Explain to
them your approach to solving the problem, how you arrived at it, and
how you veried the feasibility of the change. Also explain why you are
condent in the eectiveness of your corrective actions.
Cooperation in any department is facilitated if the employees can see
their own progress and experience the benets of the changes you are
making. Publicize every achievement and every success and be generous
with praise and issuing credit to the appropriate people.
Oen it is wise to start with small and easy improvement projects, and
as people gain condence in your improvements, move on to bigger and
better improvement actions. e most eective eorts at reducing war-
ranty claims are multidisciplinary, multifaceted, and well-integrated.
is requires the creation of a well- thought- out comprehensive warranty
claims reduction plan. is claims reduction plan must not only plan the
warranty claims reduction strategies and methods, but also plan how
the improvements are going to be integrated and implemented into the
present warranty claims processing system.
144 • Warranty Claims Reduction
CHANGE MANAGEMENT
Resistance to change is a common—and some might say universal—
behavior. It occurs in varying degrees and is a matter of both individual
psychology and national or ethnic culture. It is in rare cases possible to
completely overcome, but most oen all you can do is merely lessen it
to a degree where it is no longer causing long- term problems of practi-
cal signicance.
All corrective and preventive actions are actually changes. ey can
range from minor variations of the routine to major revisions of the pro-
cess. Psychology has shown that the magnitude of the change is just one
of several factors in the amount of resistance you may encounter, and it is
not necessarily the major factor. e most important factors are how the
change is presented and the people’s perceptions of how it aects them.
e importance of what the change actually is depends on the individuals’
perceptions, and their eect on the amount of resistance you encounter
can be lessened by the people having an adequate understanding of the
change. Any particular change will aect dierent people dierently and
not always predictably. Resistance to change is more a matter of percep-
tion than reality. It is the resistance from perception that must be over-
come, or at least reduced to a level where you can deal with it.
When change is mandated by the person who has the authority to do
so, that person will not necessarily be the target of the resistance. It is
the person who presents the change to the people that faces the resis-
tance. erefore, his or her relationship with the people aected by the
change is important and may even be critical. His or her demeanor during
the change process is also important for dealing with resistance to change.
ere is both a right way and a wrong way to implement change. When
performed properly, the impact of resistance to change is minimized.
Resistance to change can cause problems beyond just getting the change
made. Once the change is implemented, one or more of the below- listed
undesirable eects will begin to manifest themselves almost immediately.
High resistance to change may not bring about all of these eects, but
typically more than one will occur. You may reduce the number of these
problems and their severity by reducing the resistance to the change. Here
is a list of typical eects that high resistance to change can have aer the
change is implemented.

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