Plan organisational change and improvement in food and drink operations
This standard is about the skills and knowledge needed for you to plan change or a programme of change to support your organisation's drive to improve food and drink operations. This is important to increasing productivity and success of manufacture, processing and supply within the food and drink supply chain. Good planning is important where the implementation of change, improvement, new practice, targets and a performance driven culture creates challenges to individuals and the dynamic of teams.
You will need to show and understand how you take into account all the necessary information from documentation and colleagues to support your plans for improvement. You will need to know what the strategy, objectives and timelines are for improvement in your workplace, and understand the concerns of colleagues in achieving the improvement strategy. You will need to comply with your company policy for planning change and take responsibility for your actions. It involves developing plans to make the change that is needed, taking note of barriers, risks and the need to put appropriate monitoring and communication systems in place.
This standard is for you if you plan change and improvement working in food and drink operations including manufacturing, processing, packing or supply chain activities. You may have responsibilities for aspects of organisational improvement in a team leadership or management role.
You must be able to:
Knowledge and Understanding
You need to know and understand:
- the main models and methods for managing change effectively, and their strengths and weaknesses
- effective planning techniques
- theory and application of the change/performance curve
- theory and understanding of teams, including an understanding of team building techniques and how to apply them
- how to assess the risks and benefits associated with planned organisational change
- the importance of contingency planning and how to do so effectively
- how to make critical decisions
- the internal and resource barriers to change, and the techniques that deal with these
- stakeholder and line management expectations and how they influence the process
- the organisation's improvement vision, strategy, objectives, the reasons for improvement, the risks and expected benefits
- business and operational critical activities and interdependencies
- those factors that need to be changed, and the associated priorities and reasons
- the formal and informal communication channels used and which to use dependent on the situation
- what consultation arrangements are best suited to implement improvement
- your organisations current position in the sector compared with its main competitors, relevant to the improvement programme
- the range of information sources available to support the improvement programme