COOC: An Agile Change Management Method

Abstract

Successful completion of the Industry 4.0 or Future Industry programs requires support for women and men to drive them. The challenge of aligning skills is complemented by the modernization of their practices and tools. All businesses are changing and change management techniques have become standard practice in most organizations. However, the so-called "traditional" methods are limited and it is now proposed change management methods called "agile", borrowing the philosophy of agile development methods to reduce the obstacles to change by injecting a bit of agility in their way of doing things. We first argue about this proposal with the results of a questionnaire to define the importance of people implication in a change project. We then propose a method based on the agile change model [1] by proposing tools adapted to each phase as well as an optimization of the experimentation phase. An evaluation of the proposed method is performed with a retrospective on a real case and the interview of an expert.

Organizational Agility in Industry 4.0: A Systematic Literature Review

“…However, the authors argued whether adopting the Industry 4.0 technologies increase agility in a dynamic way [138,139], or whether adopting the Industry 4.0 technologies presents a change management challenge [140]. Moreover, it is suggested that the change induced by adopting Industry 4.0 technologies is not ordinary but rather a radical change in culture, structure and operations of organizations [139,[141][142][143]. Thus, only organizations which develop a nascent capability of agility will be better off by adopting Industry 4.0 technologies [107,[144][145][146].…”

Dealing with resistance to the use of Industry 4.0 technologies in production disturbance management

“…Other strong candidates for automation include repetitive tasks as this allows higher quality and production stability (Birkel et al, 2019;Pradhan and Agwa-Ejon, 2018). Various publications refer to employee fears that I4.0 technologies will take away their jobs (Eimontaite et al, 2019;Hahm, 2018;Horv ath and Szab o, 2019;Klumpp et al, 2019;Le Grand and Deneckere, 2019;Mora Sanchez, 2019;Pradhan and Agwa-Ejon, 2018).…”

“…When participating in the development and implementation process, employees also have the opportunity to influence the features of the technology to better fit their needs and limitations. This promotes a sense of ownership (Le Grand and Deneckere, 2019). The great majority of industrial practitioners would be more inclined to use a technology that they had either designed or been consulted about during the implementation process (Kaasinen et al, 2019;Le Grand and Deneckere, 2019).…”

“…Resistance may emerge among employees when they do not understand why a technology is being adopted or used in the organisation (Le Grand and Deneckere, 2019). In other words, resistance may arise when the value of using technology is unclear to the employees (Birkel et al, 2019).…”

“…Kaasinen et al (2019), LeGrand and Deneckere (2019) andMerhar et al (2019) "Difficult code names [referring to the choice of the disturbance's cause]. I think it should always be the operators who participate in choosing them"…”