Both segments operate under time constraints. Team members and sponsors, anxious to bring activities to a close, rush through the last few steps and frequently end up shoving the results of problem solving down the throats of process operators who have been friends and coworkers.
By not taking the time to consider stakeholder needs and on-the-ground realities, a well-crafted solution can fail to gain traction while workers and supervisors come to grips with new and unfamiliar concepts. The resulting indifference and push-back is received with surprise and chalked-up to the notion that people naturally resist change.
System improvements that are well planned and carefully managed have a much better chance of being accepted.
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Keywords: supply chain management, supply chain systems, process improvements, change management
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