Mark is the maintenance manager who wants to implement a CMMS to digitize their maintenance processes but knows some employees may resist change. The document outlines the three dimensions of change that Mark needs to consider to maximize success which are getting the organizational culture, individual employees, and infrastructure supporting the new system all on board with the transition. It provides advice on assessing where people are in accepting change and guidance on moving them along the adoption curve.

1. Maximizing your
Chances for a
Successful Change
Jim Taylor, CPE, CPMM
Director of Operations,
Machinery Management Solutions, Inc.
www.machineryhealthcare.com

2. Meet Mark
theakshay.

3. Mark is the Maintenance Manager for a
company that could be a hotel, hospital, office
building, or manufacturing plant.
California Cthulhu

4. He’s responsible for converting the
maintenance department from a paper system
to a CMMS.
CMMS picture
epSos.de johanloman

5. His goal is the CMMS fully implemented with
support of a majority of the work force.
English106

6. He knows he has people in his organization who are
change resistant. Some may even try to sabotage the
effort.
M Hedin.

7. He needs to learn as much as he can about the
change process and how to maximize his
chances for success.

8. To do this he must understand the dimensions
of change.
.:. brainsik.

9. The first
dimension is the
Culture.
You must get the
organization as a
whole to
understand and
accept the need
for change.

10. An assessment of
the culture should
be done before
announcing the
change
http://blogs.isixsigma.com/public/images_upload/adoptioncurve.JPG

11. Determine who will be the early
adopters, resistors, and wait-and-see’ers.
planet a..

12. Identify the coalitions in the workforce.
nateOne planet a..

13. Identify the thought leaders.
Planet a.

14. First build an
awareness of the
need for change
cephalopodcast.

15. Highlighting difficulties using the
current system.
gopal1035

16. Discussions about why the current way is
not getting the job done.
Old Sarge.

17. Then build a
desire for change
Editor B

18. Develop a coalition of thought leaders to start
to build a desire for change.

19. Discuss the kind of work life
improvements that are possible
cote

20. The next
dimension is the
individual.
You must get the
individual
involved trained
and confident in
his or her abilities
planet a.

21. At first people are
unmotivated and
lack confidence
Planet a

22. Attitude: No previous experience and
lacks motivation or confidence to
complete the task.
Planet a

23. Ability: Low skill level i.e. no
training, lacks understanding of how to
complete the task.
Planet a

24. Managing: Directing - One-way
communication where leader tells and
shows follower what to do, and closely
supervises them doing it.
Planet a

25. Then they are
motivated but
lack confidence.
Planet a

26. Attitude: Has desire or incentive to
complete task.
Planet a

27. Ability: Low skill level.
Planet a

28. Managing: Coaching - Two-way
communication where leader directs
what needs to be done, seeking ideas and
suggestions from the follower.
Planet a

29. Next they have
confidence but
may not be
motivated.
Planet a

30. Attitude: lacks confidence or perceives
task as high risk
Planet a

31. Ability: Can competently complete task.
Planet a

32. Managing: Supporting - Leader focuses
on motivation and confidence issues and
leaves task decisions to follower.
Planet a

33. Finally they are
motivated and
confident.
Planet a

34. Attitude: Experienced in completing the
task.
Planet a

35. Ability: Motivated to complete task
independently.
Planet a

36. Managing: Delegating - Leader provides
high-level direction only and further
involvement and decision making is
controlled by follower.
Planet a

37. The third
dimension is the
infrastructure.
You must get the
mechanics of the
program running
correctly

38. First there is the
system
installation.
(BPR, selection
and procurement
is a separate topic
for another day).
dannytentacle

39. Primarily IT
ChrisDag

40. Maintenance must be involved

41. Questions to ask. Things to talk about.
Marco Bellucci

42. Next is the
stabilization phase
nickjohnson

43. Goal is to get the fundamentals working
right.
IOSH

44. Questions to ask. Things to talk about.

45. Then there is the
fine tuning phase
LadyDragonflyCC -Loving the Summertime!!!.

46. Goal here is to optimize the use of the
system.
an-k

47. Questions to ask. Things to talk about.

48. Finally there is
the systematic
improvement
phase.
ralphbijker

49. Now we can use the system to start make
real improvements in the way we do
maintenance
kyz

50. Questions to ask. Things to talk about.

51. Remember Mark?
theakshay.

52. He’s converting the maintenance
department from a paper system to a
CMMS.
CMMS picture
epSos.de johanloman

53. His goal is the CMMS fully implemented
with support of a majority of the work
force.
English106

54. To do this he must understand the
dimensions of change.
.:. brainsik.

55. Jim Taylor
765-366-4285
jim.taylor@machineryhealthcare.com
www.machineryhealthcare.com
www.Blog.machineryhealthcare.com