Assistance was to be provided then in the solution implementation, and improvement monitoring. The time line for the measurement phase was two weeks, with each of the following phases taking a week. In the initial phase, it was found data flow was slower than expected, with workers in the team claiming lack of time to utilize the tools. The involvement of the shop management was sought, as the means to persuade the workers to use the tools. Management pressure resulted in the desired flow of data, but the data did not provide any sensible findings. The tools worked fine, and the workers were trained in their use. So the data had to be flawed. Time was also running out. This strong resistance from workers in the team was unexpected, and the challenge faced. I realized that the solution to the challenge lay in obtaining cooperation from the workers in the team, rather than compliance. For this an understanding of the reasons for lack of cooperation was required. This led to talks with shop employees on their perspective of our engagement, which concluded in our finding that despite their respect for us, they feared loss of jobs. To resolve the problem I realized that the shop employees needed to be convinced of our mission, which was increasing their efficiency. Increased efficiency would lead to more jobs rather than retrenchment. Working with the researchers in the team, three actions were initiated. The first action involved the writing of a letter to the shop personnel informing them that they were in fact assisting.
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