Once the change management process has been implemented, the result should be a systematic assimilation of the changes into superior processes at all steps of operations. It should also result in removal of all detrimental effects.

At the time of up gradation or modification of processes, machinery etc, a careful study of all resultant outcomes and effects of the modification on processes should be studied. This whole process of bringing about modification in existing structure, equipment is termed as change management. A systematic review of change purported to be implemented is very important to avoid any unexpected errors or problems at a later stage. These problems that may arise later on may not be easily rectified or may involve a lot of time, cost and effort to solve.

A lot of thinking ahead should be done right at the initial stages of the change process. When it is decided that a change is needed a lot of factors should be taken into consideration before a plan is drawn up for the change. These include factors like costs involved and finances available to bring about the change, if the production system can support the change, labor available, training and expertise required, upkeep, material and energy required etc. this planning stage should follow Economic model for trade-offs

If the change is to be brought about in a multifaceted project involving a number of points that need attention, computer simulation can be used. Computer simulation helps generate quick solutions to various issues. However, it requires high cost for implementation and high expertise for running the software.


Another simpler Economic model has been suggested by Reinertsen & Associates of Redondo Beach, CA ("Do your product development math," Machine Design, May, 1998). This model recommends simple swapping system in project planning. Every project has 4 basic objectives:-

• Estimated date of completion i.e. the date when the project should be ready for implementation.
• Estimated cost of completion of the project studied on per unit basis e.g. per unit of material used etc.
• Expected outcome levels in terms of savings, increase in yield, efficiency etc.
• Estimated cost of planning, implementation of the project. This is a one time cost.

A tradeoff should be made between these 4 aspects in such a way that the project should get the maximum possible success and effectiveness.Next we have to study the costs associated with 1% change in all of these 4 factors. This varies from foundry to foundry. By studying this costs associated, we can see clearly the effect of each change on projected profits.

Thus the responsibility for organizing this change process can be viewed throughout the implementation chain.
Once the project is submitted for assessment and evaluation to the management, the top brass might highlight issues which were previously ignored and should have been studied. The effect of the proposed change on the entire process should be studied carefully. A checklist should be drawn for this purpose.

In better managed companies, the process of planning for and implementation of change is well established and managed according to set principles to ensure consistency,