Total Quality Management_module 4_18ME734.pptxRoopaDNDandally
Module - 4
Continuous Process Improvement: process, the Juran trilogy, improvement strategies, types of problems, the PDSA Cycle, problem-solving methods, Kaizen, reengineering, six sigma, case studies.
Statistical Process Control : Pareto diagram, process flow diagram, cause and effect diagram, check sheets, histograms, statistical fundamentals, Control charts, state of control, out of control process, control charts for variables, control charts for attributes, scatter diagrams, case studies
Simple Steps to Improve Your Maintenance ProgramTranscat
Presented by John Bernet of Fluke Corporation, Fluke and Transcat detail the benefits of a proactive maintenance program and how it compares to historical reactive, preventive, and predictive maintenance schedules.
Total Quality Management_module 4_18ME734.pptxRoopaDNDandally
Module - 4
Continuous Process Improvement: process, the Juran trilogy, improvement strategies, types of problems, the PDSA Cycle, problem-solving methods, Kaizen, reengineering, six sigma, case studies.
Statistical Process Control : Pareto diagram, process flow diagram, cause and effect diagram, check sheets, histograms, statistical fundamentals, Control charts, state of control, out of control process, control charts for variables, control charts for attributes, scatter diagrams, case studies
Simple Steps to Improve Your Maintenance ProgramTranscat
Presented by John Bernet of Fluke Corporation, Fluke and Transcat detail the benefits of a proactive maintenance program and how it compares to historical reactive, preventive, and predictive maintenance schedules.
Process Management by Jan Mohammed.pptxJanMohammed3
This is a very generic presentation on Process Management concepts and its design + implementation. Use it to understand what process management entails and to coach your teams / customers.
The basic concept of TQM
Works methods
Processes and practices
If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.
Process Management by Jan Mohammed.pptxJanMohammed3
This is a very generic presentation on Process Management concepts and its design + implementation. Use it to understand what process management entails and to coach your teams / customers.
The basic concept of TQM
Works methods
Processes and practices
If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
1. Change Management
Developed by the
Defense Equal Opportunity Management Institute (DEOMI)
Note: This presentation has been created with notes below every slide to assist you in
incorporating a change management plan of action.
2. • Change Management Described
• Reasons for Change
• Barriers to Change
• Process for Change Management
• Strategies
• Follow-up
Overview
3. Change management is the process, tools and
techniques to manage the people side of change to
achieve the required business outcome.
Change management incorporates the organizational
tools that can be utilized to help individuals make
successful personal transitions resulting in the
adoption and realization of change.
Change Management
4. It is natural for organizations to experience change
throughout time:
• Leadership/personnel
• Mission/expectations
• Equipment/resources
• Societal/environmental
• Natural/forced (significant event)
Reasons for Change
5. Famous one-liners:
• In my previous unit we did it like this.
• My last unit was awesome.
• I don’t want to train a new boss.
• The new leader thinks they know everything.
• This is how we do it.
• I was taught to do it like this.
• This organization stinks.
• We never had that problem before.
Barriers to Change
6. Observed Barriers
• Members showing up late to meetings.
• Members walking away when leadership is speaking to
them.
• Members rolling their eyes during meetings.
• Appearance standards decrease.
Barriers to Change (cont.)
8. How leaders get the “buy in” from everyone?
• Prepare
• “A-B-C”
• Reinforce commitment to change
Strategies for Change (cont.)
9. Example of Change Management using the
7 step Problem Solving Process
Situation: In your current organization, mid-grade
leaders are having problems getting subordinates to
follow their instructions.
Strategies for Change (cont.)
11. Jobs are not getting completed on time, people are
getting more on the job injuries
Strategies for Change (cont.)
12. 2. Gather Facts and Make Assumptions
Strategies for Change (cont.)
13. The facts are:
• There has been a decrease in productivity by 10%
• There has been an increase of safety mishaps by 20% over
the last 12 months.
The assumptions are:
• Subordinates are not being trained to standards.
• Mid-level supervisors are not monitoring subordinates.
• Shortcuts are being done within the workplace and
policies are not being followed.
Strategies for Change (cont.)
14. 3. Define End States and Establish Criteria
Strategies for Change (cont.)
15. End state:
• Priority 1* Eliminate all future safety mishaps.
• Priority 2* Eliminate the decrease in productivity and
increase productivity by additional 10%.
Strategies for Change (cont.)
17. Priority 1* (Possible Solutions)
• Re-train all employees on safety procedures
• Make all high risk areas supervised
• Only supervisors handle equipment
• Purchase additional safety equipment
• Hire a team to monitor employees just for safety violations
Priority 2* (Possible Solutions)
• Pay members based on output rather than flat/hourly salary.
• Hold managers accountable for not meeting production
standards.
• Incentives for supervisors for meeting/exceeding quotas.
• Fire nonproductive employees
• Identify if problem is due to reduction of employees
Strategies for Change (cont.)
18. 5. Analyze and Compare Possible Solutions
Strategies for Change (cont.)
19. Priority 1* Safety
• Re-train all employees on safety procedures- Possible
solution
• Make all high risk areas supervised- Possible solution (would
have to hire additional employees)
• Only supervisors handle equipment- Not a solution (time
consuming)
• Purchase additional safety equipment - Possible solution
• Hire a team to monitor employees just for safety violations-
Not an option (costly)
Strategies for Change (cont.)
20. Priority 2* Decrease in productivity
• Pay members based on output rather than flat/hourly
salary.- Not a solution (pay is strictly restricted)
• Hold managers accountable for not meeting production
standards.- Possible solution (counseling, denied
advancement)
• Incentives for supervisors for meeting/exceeding quotas.-
Possible solution (time off/ training opportunities)
• Fire nonproductive employees- Not a solution (lengthy
process)
• Reward employees for meeting quotas. Possible solution
(awards, time off)
Strategies for Change (cont.)
21. 6. Select and Implement Solution
Strategies for Change (cont.)
22. Priority 1* Safety
• Identify if new safety equipment is needed (if yes, purchase new
equipment when possible)
• Ensure supervisors are monitoring subordinates
• Re-train all employees on safety procedures
• Prepare time on work schedule /calendar
• Ensure senior leadership is present during training
• Ensure all members are aware of the increased mishaps
Priority 2* Decrease in productivity
• Reward employees for meeting quotas.
• Create/modify recognition system
• Recognize performers through an internal promotion program
Strategies for Change (cont.)
24. Priority 1* Safety
• Review the safety mishaps, check for improvements or if
additional modifications must be implemented.
Priority 2* Decrease in productivity
• Review the output of products/services to determine if
solution worked.
Strategies for Change (cont.)
25. Conduct follow-ups to ensure success:
•Face to face
•Observations
•Surveys
Follow-up
26. • Change Management Described
• Reasons for Change
• Barriers to Change
• Process for Change Management
• Strategies
• Follow-up
Summary
Editor's Notes
Introduction- This lesson consist of a PowerPoint lesson and this facilitators guide.
Objectives- The objectives of each main point is structured to assist leaders in understanding change management, how to identify when change is needed and strategies in improving or sustaining change.
Presenters should review the objectives and conduct additional research to gain a full understanding and awareness of this topic. Presenters may want to remind participants that, although the content may be a review for some, it may be completely new to others. The goal is to create a common understanding among all participants. Participants who need additional support should conduct additional research and consult with other subject matter experts to gain an awareness of the benefits and effects of this program.
Slide 1: Change Management
This lesson is provided to assist leaders through change (how it can naturally occur and how to make it occur).
Leaders must recognize everything pertaining to an organization rises and falls on the leadership. A proactive leader is a prepared leader. They are ready; and recognize when there is a need for change or when change is coming.
Slide 2: Overview
This lesson will discuss Change Management
Change Management Described
Reasons for Change
Barriers to Change
Process for Change
Strategies
Follow-up
Slide 3: Change Management
According to prosci.com, Change Management is the process, tools and techniques to manage the people side of change to achieve the required business outcome.
Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.
https://www.prosci.com/change-management/thought-leadership-library/change-management-definition?utm_source=tutorial-defining-change-management&utm_medium=redirect&utm_campaign=cm
Slide 4: Reasons for Change
It is natural for organizations to experience change throughout time.
Leadership/personnel:
An average organization may gain and lose up to 30% of their members annually. When this occurs, leaders must adapt for many variances to include: generational differences, values, attitudes, beliefs, etc.
Culture change
Mission/expectations:
As with new leaders: priorities, goals, requirements, standards may increase
Opportunities,
Tasks or missions can change/evolve
Equipment/resources:
New or a change in equipment (ex. vehicles, computer systems) can alter performance or productivity
Funding may increase or decrease
Every business or organization has a customer (to include the military’s customer is the American citizens)
Societal/environmental
Expectations to improve
Legally
Morally
Volunteer
Donate
Expectations to preserve future resources
Conserve
Recycle
Natural/forced (modernization) (significant event)
Natural: “Change which takes place in the historic environment without human intervention, which may require specific management responses (particularly maintenance or periodic renewal) in order to sustain the significance of a place.” https://historicengland.org.uk/advice/hpg/hpr-definitions/n/536369/
Forced/Modernization: the process by which cultures are forced to accept traits from outside. http://oregonstate.edu/instruct/anth370/gloss.html (ex. a merger, turnover, marriage or a divorce)
Slide 5: Barriers to Change
Change can be difficult for many individuals; leaders may encounter resistance when incorporating change especially within an established organization. Barriers coming from members within the organization may be heard/observed by leaders. For example:
Famous one-liners (heard)
In my previous unit we did it like this.
My last unit was awesome.
I don’t want to train a new boss.
The new leader thinks they know everything.
This is how we do it.
I was taught to do it like this.
This organization stinks.
We never had that problem before.
Slide 6: Barriers to Change (cont.)
Observed
Members showing up late to meetings.
Members walking away when the leadership is talking to them.
Members rolling their eyes during meetings.
Appearance standards decrease .
Slide 7: Process for Change
Throughout the change management process, performance must be monitored. Leaders who know their employees well have an advantage over uninformed leaders. They have the ability to predict who may have concerns and when issues may arise ahead of time.
As leaders decide to transition to a different approach of their organization (which can be anything including: resources, products, services, equipment, location, company structure, personnel or anything significant/different to the organization’s mission.
When implementing change and to lead the new culture: start with the senior leadership, continue with junior leadership and conclude with the rest of the team members.
There are many strategies to use when incorporating a change management process. In this lesson, we will use the 7 step Problem Solving Process
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
Slide 8: Strategies for Change (cont.)
How does the management get “the buy in” from everyone?
Prepare
Use the previous problem solving process to prepare a plan and ensure the plan is understood by everyone and supervise the process to ensure the intent is accomplished.
A: Awareness
Employees need to communicate concerns to leaders (Face to Face, Surveys, Anonymous Comment box).
Employees need to be aware of identified concerns from leadership (tell them the results of the DEOCS).
Employees need to be aware they will be held accountable for negative behaviors.
B: Be there to support the needs of ALL members
Employees must be heard by leadership.
Leadership must be willing to hear and address concerns.
Prepare your leaders to be leaders.
Learn something about each member.
C: Communicate
Discuss the importance of change.
Let your members know you are there to make the organization better.
Reinforce commitment to change
Ensure the leadership is educated, trained, and remain confident and competent in the decision making.
Positive actions through public recognition (ex. awards/certificates, time off, etc.)
Say “thank you”
Be sincere
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
1. Recognize and Define the Problem (Current) how things are done today: Identified through DEOCS, Observations, UCMJ trends, retention, mission accomplishment (quotas)
2. Gather Facts and Make Assumptions (Current)
3. Define End States and Establish Criteria (Current- Transition)
4. Develop Possible Solutions (Current- Transition) Establish future goals, prepare plan
5. Analyze and Compare Possible Solutions (Current- Transition) consult with subject matter experts
6. Select and Implement Solution (Transition) Create policy letters; Determine timeline for implementation; inform all members on changes to be implemented. Train personnel on new standards
7. Analyze Solution for Effectiveness (Future) Hold members accountable; monitor progress. Supervise- Do not micromanage
Slide 24: Conduct multiple follow-ups
As a leader, just because you may think the change you desired has completed and everyone is committed with the change, conducting periodic follow-ups between 30-60 days and thereafter ensures you an opportunity to validate the change has occurred, the success of the change, and the results of the change implemented achieved the desired effect. Leaders should conduct:
Face to face- discuss how the change has affected members; have leadership team go out to discuss changes with members
Observations- observe behaviors of members to see how they are adapting to change
Surveys- conduct surveys identifying perceptions anonymously of members
Slide 25: Summary
This lesson discussed Change Management
Change Management Described
Reasons for Change
Barriers to Change
Process for Change
Strategies
Follow-up
