Please help me to write three conclusions drawn from the data.

Scenario

The student will use the following situation that has evolved because of the buy out to complete each section of the project. Additional facts will be added to phase two and three of the project to allow students to complete a typical OD process analysis.

Daniel Chinn is anxious to keep the "southern family" culture of Pigs R Us but at the same time wants to use the most modern of manufacturing techniques. He decided that the best way to do this was to start a pilot change operation in the packaging area to demonstrate to the workers the effectiveness of technology. He bought and set up for use 3D printers in the packaging room. The printers were able to create reusable shipping materials and operate in conjunction with the product conveyor for fast and easy packaging.He brought in two trained 3D printer operators from China to handle the work along with two robots that would move the package material and create shrink-wrapped pallets for loading on to the trucks.

The current packaging department employs 5 workers on day shift and 3 newer workers on the night shift. All the day shift workers are in their early fifties and have been working for Pigs R Us all their lives. John Mellon, the lead line man, exemplifies the group. He is 53 years old. He has a family of three children most all are grown. One works in the business with him as the manager of accounting department having gotten a college degree unlike his father.John rarely travels out of state and has never been abroad. He is not terribly familiar with technology. He has a Smart TV but his children have set it up for him to use Netflix.

When the new employees arrived, the packaging staff tried to get to know them but had little in common and found it hard to communicate with them. The new workers ate together at lunch and always with food they brought with them despite offers of food brought in by the older employees to show their "southern roots". Things are strained between the groups because the older employees thought they were being snubbed and many are uncertain as to the customs and language unable to communicate their real feelings. This all operated to create a schism among the workers which escalated into job performance and employment commitment issues when the six-month results from the 3D/Robot pilot showed the following success in favor of new technology.

Measurable Factors Day Shift

Standard

3D Printing

Cost

5.56

5.01

Time

2.36

2.69

Quality Control Problem Ratio (per 500 units)

1

8.75

Training Time (per hour)

30

25

Shipping Problems/Damage (per 10,000 units)

1

0.4

Production Problems (per 10,000 units)

0.2

0.4

Total Number of Pieces Produced per year

375,000

525,000

Measurable Factors Night Shift

Standard

3D Printing

Cost

5.56

4.98

Time

2.36

2.27

Quality Control Problem Ratio (per 500 units)

1

5.75

Training Time (per hour)

30

25

Shipping Problems/Damage (per 10,000 units)

1

0.35

Production Problems (per 10,000 units)

0.2

0.23.5

Total Number of Pieces Produced per year

375,000

645,000

The results showed such a marked process improvement with the added benefit of creating materials that were sustainable. The immediate reaction among the older workers was fear for their jobs. The new workers suddenly were the enemy. Chinn was pleased with the new process and indicated that the 3D printing approach would be continued. The word of the decision spread among the families in the company and the "southern family" culture was now closing ranks on the newcomers both in the packaging room and in the other departments thus confirming their fears when news of the buyout surfaced.