Established in 1976, PT. ABC Manufacturing has been a major player in the ophthalmic lens industry ever since, serving with excellence and constantly investing in the latest technology to give the best products available.

The company's core business is in the manufacturing and distribution of sung lass, and safety and ophthalmic lenses. Supported by eight different facilities and more than 2,000 employees around the globe, as of 2011 its annual output reaches up to 60 million lenses, creating revenue of approximately US$ 600 million.

Experiencing the global financial crisis of 2007-2008, facing the more intense international competitions in lens manufacturing, managing the complex operations across the world, as well as suffering the declining performance in several work processes are for challenges PT. ABC Manufacturing had to cope with some time in 2009.

The strategic response that PT. ABC Manufacturing finally decided was to shift from utilizing the "traditional factory" with mega-plant, into employing the "focused factory" with mini-plants as its new operations strategy. The initiative was implemented in October 2010.

To lead the shift smoothly, the top management of PT. ABC Manufacturing equipped the transitional progress with a change management (CM) project. The project was deemed important as it dealt with people-related issues, such as addressing the necessary training for employees, facilitating feedbacks, and building trust through conducive communication channels.

Despite all good intentions and initiatives, however, the owners of the company thought that such a project should be treated "obscurely" as they feared of negative disruptions that may jeopardize the company's entire operations. Also, they only gave the management an 18-month period to execute the CM project entirely.



This Group Field Project (GFP) report is aimed to tackle five objectives:first, we would review the strategic issues in organizational transformation at PT. ABC Manufacturing; second, we would examine the operational issues related to the strategic shift from the "traditional factory" to the "focused factory"; third, we would analyze and compare its operations performance from 2008 to 2011; fourth, we would determine the progress of the CM project; and finally, we would like to provide necessary recommendations to support and strengthen the Change Management progress until its completion.



Survey Research : PT ABC Manufacturing

Received Date : 14 January 2012.



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