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© 2009 LaMarsh
 

© 2009 LaMarsh

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    © 2009 LaMarsh © 2009 LaMarsh Presentation Transcript

    • Tools & Techniques to Incorporate into Lean & Six Sigma to Support your business improvement initiatives K. Judge K. Judge June 23, 2009
    • Our Objectives today
      • Develop a working knowledge of the Managed Change ™ process and how it supports Lean Sigma’s efforts to improve software design & implementation
      • Identify the potential resistance that will impact the success of these efforts
      • Understand the role that Communication, Learning, and Reward/Recognition action plans play in reducing that resistance and how to build them.
    • Managed Change ™ Defined
      • The organized, systematic application of the knowledge, tools and resources needed to effect change in the people who will be impacted by it.
      • Use Managed Change ™ to:
      • Identify and predict the source, degree, type and intensity of potential target resistance
      • Accelerate the change by implementing the actions steps to reduce that resistance.
    • Resistance to Change Must be Addressed in Lean Sigma
      • Lean Sigma must include a process for the systematic identification of the people who will have to change and the potential reasons they might resist the change. Additionally there must be design and deployment of action steps to reduce that resistance.
    • Managed Change™ & DMAIC Define Measure Analyze Improve Control The Six Sigma approach DMAIC offers us an opportunity to examine how the steps of Managed Change ™ fit into the process. As we explore the elements of change management, we will relate them to the process and highlight the tools that support each item. Lean Sigma and other approaches can be similarly integrated for a quality change experience.
      • Prepare a Framework for Data Collection
      • Determine the Willingness and Ability of
      • Leaders and the Project Team to Play Their
      • Roles as Sponsors and Change Agents
      • Examine the Burden of Too Many Changes
      • Design and Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Current State
      • Determine the Source and Degree of Resistance
      • for the Various Target Populations
      • Update and Review the Key Role Map
      • Continue to Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Desired
      • State Options
      • Assess the Impact of Previous Attempts to Change
      • Update and Review the Source and Degree of Resistance
      • for the Various Target Populations
      • Determine the Potential Delta Dip for each Desired State Options
      • Update and Review the Key Role Map
      • Design the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      Key Role Map / InfoMatrix Sponsor/Change Agent Assessments Governance Charters Fishbone/ Change Impact Analysis Communication Plan Current State Analysis InfoMatrix Key Role Map Communication Plan Desired State Design History Assessment InfoMatrix Delta Dip Analysis Key Role Map Learning/Reward Plans Communication Plan Learning/Reward Plans Communication Plan Sustainment Plan
      • Implement the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      • Design the Sustainment Plan
      Six Sigma Managed Change™ Define Measure & Analyze Improve Control Tools Six Sigma and Managed Change ™
    • Managed Change ™ Model External Change Drivers Internal Change Drivers Prepare to Change Resistance Sponsor Target Change Agent Culture History Identify the Change Delta Current Desired Plan the Change Reward Communication Learning Implement the Change Sustain the Change
    • The Four Threes
      • Stages of Change: Current – Desired – Delta
      • Roles in Change: Sponsor – Change Agent – Target
      • Critical Variables: Culture – History – Resistance
      • Change Systems: Communication – Learning – Reward
    • Managed Change™ as a Process Communication System Learning System Reward System 3. Generate 1. Create 2. Populate Culture Audit History Audit Fishbone of Changes Analysis Key Role Map Assessment Delta Dip Assessment Desired State Diagram Current State Analysis InfoMatrix 4. Repeat as necessary until change is sustained
    • Managed Change ™
      • Manage change to ...
      • Identify the patterns and structures of change in order to control them
      • Collect key data to predict source, degree, type and intensity of resistance
      The Managed Change ™ Model The InfoMatrix
    • InfoMatrix
    • Identify the Change External Change Drivers Internal Change Drivers Stages of Change Delta Current Desired
    • Stages of Change Current State WHY? Desired State WHAT? Delta State K. Judge HOW?
    • Current State K. Judge Structure Process Culture People
      • Prepare a Framework for Data Collection
      • Determine the Willingness and Ability of
      • Leaders and the Project Team to Play Their
      • Roles as Sponsors and Change Agents
      • Examine the Burden of Too Many Changes
      • Design and Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Current State
      • Determine the Source and Degree of Resistance
      • for the Various Target Populations
      • Update and Review the Key Role Map
      • Continue to Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Desired
      • State Options
      • Assess the Impact of Previous Attempts to Change
      • Update and Review the Source and Degree of Resistance
      • for the Various Target Populations
      • Determine the Potential Delta Dip for each Desired State Options
      • Update and Review the Key Role Map
      • Design the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      Current State Analysis
      • Implement the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      • Design the Sustainment Plan
      Six Sigma Managed Change™ Define Measure & Analyze Improve Control Tools Six Sigma and Managed Change ™
    • Desired State K. Judge Structure Process Culture People
      • Prepare a Framework for Data Collection
      • Determine the Willingness and Ability of
      • Leaders and the Project Team to Play Their
      • Roles as Sponsors and Change Agents
      • Examine the Burden of Too Many Changes
      • Design and Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Current State
      • Determine the Source and Degree of Resistance
      • for the Various Target Populations
      • Update and Review the Key Role Map
      • Continue to Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Desired
      • State Options
      • Assess the Impact of Previous Attempts to Change
      • Update and Review the Source and Degree of Resistance
      • for the Various Target Populations
      • Determine the Potential Delta Dip for each Desired State Options
      • Update and Review the Key Role Map
      • Design the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      Desired State Design
      • Implement the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      • Design the Sustainment Plan
      Six Sigma Managed Change™ Define Measure & Analyze Improve Control Tools Six Sigma and Managed Change ™
    • Delta State K. Judge Feel disconnected Dredge up past failures Become sick Focus on past Sabotage Show short attention span Cover up / act defensive Increase conflict Feel confusion Fear
    • Change Headquarters
    • Ripple Effect The Change
    • Integrating the Changes Amdercom Corporation Initial Public Offering Supply Chain Initiative Tunnel Project Merger / Acquisition Growth The Secret Delta State 100% Customer Satisfaction Financial System: Prophecy
    • Dip in the Delta Productivity K. Judge = without change management
      • Prepare a Framework for Data Collection
      • Determine the Willingness and Ability of
      • Leaders and the Project Team to Play Their
      • Roles as Sponsors and Change Agents
      • Examine the Burden of Too Many Changes
      • Design and Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Current State
      • Determine the Source and Degree of Resistance
      • for the Various Target Populations
      • Update and Review the Key Role Map
      • Continue to Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Desired
      • State Options
      • Assess the Impact of Previous Attempts to Change
      • Update and Review the Source and Degree of Resistance
      • for the Various Target Populations
      • Determine the Potential Delta Dip for each Desired State Options
      • Update and Review the Key Role Map
      • Design the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      Fishbone Change Impact Analysis Delta Dip Analysis
      • Implement the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      • Design the Sustainment Plan
      Six Sigma Managed Change™ Define Measure & Analyze Improve Control Tools Six Sigma and Managed Change ™
    • Prepare to Change Key Roles Resistance Sponsor Target Change Agent Culture History
    • Key Roles
      • Change Sponsors
      • Change Agents
      • Change Targets
      K. Judge
    • New Uniform: Effective Thursday LaMarsh Manufacturing LAMARSH MANUFACTURING
    • Relationship Among Roles DIRECT Sponsor Change Agent Target COMPLEX Sponsor Target Change Agent COMPLEX 2 Executive Sponsor Manager Change Agent Target
    • Key Role Map Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________ Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________ Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________ Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________ Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________
    • Sponsors and Change Agents
      • Clearly define the roles and responsibilities of the sponsors and those of the change agents
      • Sponsors Change Agents
      • Make it clear that resistance will be addressed Systematically identify the target
      • populations and the sources
      • of potential resistance
      • Commit the resources that are required to Identify the actions required to
      • reduce the resistance reduce the resistance and build the
      • plan of action
      • Do the communicating Write the speeches
      • Provide the rewards and reinforcements Determine what those need to be
    • Key Roles in Change
      • Sponsors, Change Agents & Targets all share the responsibility to:
        • Understand the change
        • Manage the change
        • Deal with people
      K. Judge
      • Prepare a Framework for Data Collection
      • Determine the Willingness and Ability of
      • Leaders and the Project Team to Play Their
      • Roles as Sponsors and Change Agents
      • Examine the Burden of Too Many Changes
      • Design and Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Current State
      • Determine the Source and Degree of Resistance
      • for the Various Target Populations
      • Update and Review the Key Role Map
      • Continue to Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Desired
      • State Options
      • Assess the Impact of Previous Attempts to Change
      • Update and Review the Source and Degree of Resistance
      • for the Various Target Populations
      • Determine the Potential Delta Dip for each Desired State Options
      • Update and Review the Key Role Map
      • Design the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      Key Role Map Sponsor/Change Agent Assessment Key Role Map K e y R o l e M a p
      • Implement the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      • Design the Sustainment Plan
      Six Sigma and Managed Change ™ Six Sigma Managed Change™ Define Measure & Analyze Improve Control Tools
    • Prepare to Change Prepare to Change Resistance Sponsor Target Change Agent Culture History
    • Culture – an Element of Change
      • How we behave
      • What we believe
      • Rules we follow:
        • In rule book
        • Unwritten rules
      K. Judge
    • Culture and the Change Process
      • Desired Behaviors
      • Desired Beliefs
      • Desired Rules
      • New Behaviors
      • New Beliefs
      • New Rules
      K. Judge
      • Unwanted Behaviors
      • Unwanted Beliefs
      • Unwanted Rules
    • Be an Architect
      • Identify ...
        • Current beliefs, behaviors, rules
        • Negative impacts on the change
      • Identify beliefs, behaviors and rules required in the Desired State
      • Continue to reinforce beliefs, behaviors and rules that support the change
      • Build specific strategies into the plan
      • Prepare a Framework for Data Collection
      • Determine the Willingness and Ability of
      • Leaders and the Project Team to Play Their
      • Roles as Sponsors and Change Agents
      • Examine the Burden of Too Many Changes
      • Design and Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Current State
      • Determine the Source and Degree of Resistance
      • for the Various Target Populations
      • Update and Review the Key Role Map
      • Continue to Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Desired
      • State Options
      • Assess the Impact of Previous Attempts to Change
      • Update and Review the Source and Degree of Resistance
      • for the Various Target Populations
      • Determine the Potential Delta Dip for each Desired State Options
      • Update and Review the Key Role Map
      • Design the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      Current State/Culture Assessment Desired State/Culture Assessment
      • Implement the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      • Design the Sustainment Plan
      Six Sigma Managed Change™ Define Measure & Analyze Improve Control Tools Six Sigma and Managed Change ™
    • What We’ve Taught Ourselves Targets have learned that change is either MANAGED WELL MANAGED POORLY OR K. Judge
      • Prepare a Framework for Data Collection
      • Determine the Willingness and Ability of
      • Leaders and the Project Team to Play Their
      • Roles as Sponsors and Change Agents
      • Examine the Burden of Too Many Changes
      • Design and Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Current State
      • Determine the Source and Degree of Resistance
      • for the Various Target Populations
      • Update and Review the Key Role Map
      • Continue to Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Desired
      • State Options
      • Assess the Impact of Previous Attempts to Change
      • Update and Review the Source and Degree of Resistance
      • for the Various Target Populations
      • Determine the Potential Delta Dip for each Desired State Options
      • Update and Review the Key Role Map
      • Design the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      History Assessment
      • Implement the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      • Design the Sustainment Plan
      Six Sigma Managed Change™ Define Measure & Analyze Improve Control Tools Six Sigma and Managed Change ™
    • Resistance K. Judge
    • A Protective Mechanism
      • Resistance is:
      • Natural
      • Normal
      • Logical
      K. Judge
    • Resistance Resistance can come from any AND all of these stages of change Remember ... K. Judge
    • InfoMatrix
    • The Safety Nets
      • Communication System
      • Learning System
      • Reward System
      K. Judge
    • InfoMatrix
    • Organization: Linking the InfoMatrix to the Communication Plan
      • Prepare a Framework for Data Collection
      • Determine the Willingness and Ability of
      • Leaders and the Project Team to Play Their
      • Roles as Sponsors and Change Agents
      • Examine the Burden of Too Many Changes
      • Design and Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Current State
      • Determine the Source and Degree of Resistance
      • for the Various Target Populations
      • Update and Review the Key Role Map
      • Continue to Implement the Communication Plan
      • Gather a Full Set of Data Regarding the Desired
      • State Options
      • Assess the Impact of Previous Attempts to Change
      • Update and Review the Source and Degree of Resistance
      • for the Various Target Populations
      • Determine the Potential Delta Dip for each Desired State Options
      • Update and Review the Key Role Map
      • Design the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      InfoMatrix Communication Plan InfoMatrix Communication Plan Learning/Reward Plans Communication Plan
      • Implement the Learning and Reward Plans
      • Continue to Implement the Communication Plan
      • Design the Sustainment Plan
      Learning/Reward Plans Communication Plan Six Sigma Managed Change™ Define Measure & Analyze Improve Control Tools InfoMatrix Six Sigma and Managed Change ™
    • K. Judge Implement the Change
    • Governance Model for a Well Managed Change Steering Committee Change Management Team Program Management Team Project 2 Project 1 Project 3 Project 4 Communication Enterprise Learning Reward
    • K. Judge Sustain the Change
    • Sustain the Change
      • The Last Actions Required of the Change Agents
      The Exit Strategy The Hand-off
    • Karl Oestreich (ko@lamarsh.com) K. Judge K. Judge Thank you!