Please discuss classmate’s discussion post with sources: Analysis of the Mini-Fa

Please discuss classmate’s discussion post with sources:
Analysis of the Mini-Factory Concept at FAVI:
There are several advantages and disadvantages to the FAVI micro manufacturing idea. The mini-factory method fosters individual autonomy and responsibility in operators and leaders by giving them the freedom to decide for themselves and accept accountability for their work. By focusing on individual clients, the mini-factories are able to commit themselves to meeting their demands and maintain a strong customer orientation. Informal communication and cooperation promote trust and teamwork among team members by encouraging informal communication and cooperation. The three main areas of continuous improvement in FAVI’s small factory system are cooperation across functions, support of business values, and management by objectives.
One of the mini-factory system’s shortcomings is its flat organizational structure, which limits prospects for career progression and promotion. Another is the system’s restricted number of hierarchical levels. Another is the possible loss of specialization. In comparison to a centralized system, the duplication of different operations inside each mini-factory might result in a loss of specialization and experience. Growth challenges: As FAVI develops and adds additional mini-factories, it might become harder to coordinate, sustain informal communication, and uphold the rapport between the factory director and leaders/operators. The workforce’s aging will have an impact. The present staff at FAVI is becoming older, therefore succession planning is important to make sure retiring employees are replaced with qualified people who share the company’s culture and values.
Management of Resistance to Change:
The management of opposition to change at FAVI is not specifically mentioned in the case. But with the facts at hand, several potential approaches may begin with the following. With clear communication, FAVI’s management might have explained the rationale for the move, the advantages of the mini-factory system, and how it fits with the objectives and core values of the business. This would make the change’s goal and justification more clear to the staff. Employee engagement and involvement: FAVI has the option to include staff members in the mini-factory system’s installation and decision-making process. Resistance may have been reduced by getting their opinions and attending to their concerns. Training and assistance: Offering operators and leaders thorough training programs would have assisted them in gaining the abilities and information required to adjust to the new system. It’s also possible that managers’ ongoing guidance and assistance helped to ease the changeover. Employee involvement and recognition: Encouraging and motivating staff to accept the change would have been possible by praising and awarding them for their contributions and efforts during the shift. It could have improved morale and decreased opposition to celebrate victories and tell success tales.
Possibility of Different Implementation:
Although there may have been other strategies, the mini-factory concept appears to have been successfully implemented at FAVI. Although the mini-factory concept was implemented more quickly, it still took many years to transition. By taking a more active approach to change management, including all stakeholders from the beginning, and immediately addressing objections, it may have been executed more quickly. Instead of adopting the mini-factory model all at once, FAVI might have tested the idea first on a smaller scale or in a few departments to see how well it worked before rolling it out throughout the company. Hybrid approach, FAVI may have thought about implementing parts of the mini-factory system while retaining some centralized services. This strategy would have struck a compromise between the advantages of centralization and autonomy/specialization.
Reference:
Cummings, T., and Worley, C. (2019). Organizational Development and Change (11th ed.). MA: Cengage. ISBN: 978-1-337-61883-0.