The document discusses how human resource management can support lean principles by focusing on people, processes, problem solving, and philosophy. It provides an assessment tool to evaluate an organization's lean mindset and recommends developing leadership, communication excellence, and empowering employees to drive continuous improvement through a lean transformation.

1. LEAN ON
HUMAN RESOURCES
MANAGEMENT
Human Resources and Lean; It Really Is About People

2. AGENDA
• Assessment 4P
• Lean Mindset
• Lean On HRM

3. For Self Assessment ?

4. 4P

5. 4P Assessment
PURPOSE
1. Vision, Mission and Values 2. Lean Linkage to the business 3. Hoshin Planning
3
Ditetapkan dengan masukan dari
semua Organisasi: semua
organisasi Mempengaruhi
keputusan sehari-hari untuk
dimintai pertanggung jawaban
3
Lean adalah cara kita berbisnis
dan terkait langsung dengan
kebutuhan bisnis
3
Ada keterlibatan dan keselarasan di
seluruh organisasi dalam
merumuskan perbaikan yang
terkait dengan kebutuhan bisnis
2
Ditetapkan dan dikomunikasikan
tetapi tidak mempengaruhi
pekerjaan sehari-hari dan
keputusan
2
Lean dikaitkan dengan tujuan
"Operasional" seperti
pengurangan biaya
2
Ada kantong-kantong perencanaan
“perbaikan proses” yang sedang
berlangsung tetapi tidak ada
keselarasan atau koordinasi
1
Ditetapkan tetapi tanpa masukan
dari seluruh organisasi 1
Lean didelegasikan dan
merupakan sistem paralel
dengan "bisnis"
1
"Manajemen by Objectives" dan
penurunan tujuan "berbasis hasil"
numerik ke organisasi
0 Tidak ditetapkan atau telah usang 0
Lean tidak ditetapkan sebagai
metodologi peningkatan bisnis
0
Tujuan organisasi bersifat sporadis
atau hap-hazard

6. 4P Assessment
PROCESS
4. Operation System - Flow
5. Operation System: Tools 5S, Standardisation &
Visualisation
3
Flow proses saat ini, diukur dan digunakan
untuk mengidentifikasi masalah
3
Alat adalah bagian dari budaya dan dipahami
serta digunakan untuk mengidentifikasi dan
memecahkan masalah
2
Flow proses dipertimbangkan dari perspektif
pelanggan tetapi inventaris masih digunakan
untuk "menangani atau menutupi masalah"
2
Alat sudah ada tetapi tidak digunakan untuk
mengidentifikasi dan memecahkan masalah
1
Flow proses hanya dipertimbangkan di
beberapa aktivitas organisasi
1
Kantong alat diterapkan tetapi tidak
dipertahankan
0
Tidak ada pertimbangan flow proses dari
"order to cash"
0 Tidak ada alat yang digunakan

7. 4P Assessment
6. Role of Problem Solving
3
Peran dan sistem yang ada untuk setiap lapisan dalam organisasi untuk
mengidentifikasikan dan memecahkan masalah.
2
Pemecahan masalah dilakukan oleh supervisor dan anggota tim tetapi
sebagian besar adalah “fire figthing"
1
Pemecahan masalah terutama dilakukan oleh para pemimpin, manajer,
dan “engineer"
0
Tidak ada pemecahan masalah yang terjadi,, hanya fire fighting and
containment

8. 4P Assessment
PEOPLE
7. Leadership Development 8. Role of HR and System
3
Proses nilai organisasi atas hasil dan sistem tersedia
bagi para pemimpin untuk dimintai
pertanggungjawaban sebagai pelatih, guru, dan
mengembangkan orang-orang mereka
3
HR adalah “Keeper of the Value". Mereka
memiliki proses seperti perekrutan,
pemberhentian dan promosi untuk menjadi
"check and balance" dari organisasi
2
Kantong pemimpin yang menghargai dan
mempraktikkan "pengajaran dan pembinaan"
2
HR adalah mitra operasi dengan beberapa proses
untuk mendukung lean
1
Pemimpin berfokus pada hasil dan "mengelola
orang"
1
HR aktif dalam operasi tetapi tidak terlibat
langsung dalam strategi lean
0 Pengembangan manusia bukanlah prioritas 0
HR adalah “Compliance Organization" yang
berfokus pada admin seperti penggajian,
tunjangan, dll.

9. 4P Assessment
Element 1 Score
Element 2 Score
Element 3 Score
Average
Element 4 Score
Element 5 Score
Average
Element 6 Score
Average
Element 7 Score
Element 8 Score
Average

10. Lean Mindset dan Lean Operation HRM
untuk Keunggulan Daya Saing

11. Kenapa HRD Membutuhkan “LEAN” ?

12. MASS VS LEAN COMPANY
# Jumlah Karyawan
Hanya sedikit karyawan memiliki
keterampilan dan keterampilan mereka
rendah
Karyawan yang memiliki potensial tidak
diberdayakan dengan baik
MASS COMPANY
# Jumlah Karyawan
Karyawan banyak memiliki keterampilan.
Mereka dapat mengontrol dirinya sendiri,
berpikir sendiri dan dapat memotivasi dirinya
sendiri.
LEAN COMPANY

13. Permasalahan terhebat dalam Organisasi, dan itu membutuhkan untuk diperbaiki segera :
People :
a. Pengetahuan tentang tingkah
laku membuat "Orang yang
Bergantung" bukan "Sistem
yang Tergantung“→ Silo's know-
how”
b. Silo’s / sesuai pola pikir /
kurangnya kompetensi
c. Perbedaan dalam pola pikir
antara Karyawan yang ada
(lama) and Karyawan baru
d. Tidak ada keterampilan
Manajemen dan Kepemimpinan
yang tepat
e. 3 level konflik :
- Konflik Individu
- Karyawan – Karyawan
- Karyawan – Pemilik
Workplace :
a. Perbaikan sporadis dan sektoral,
tidak ada pendekatan struktur
dalam pemecahan masalah
b. Tidak ada master operasional
per departemen yang jelas
c. Terjadi kembali terjadinya
masalah akibat pemadaman
kebakaran dan tindakan
penahanan saja, bukan eliminasi
akar penyebab
d. Tidak ada integrasi inisiatif
perbaikan utama untuk
Keunggulan Operasional:
- TPM : Meningkatkan keandalan
mesin
- Six sigma : Meningkatkan variasi
kualitas
- Lean : Perbaikan terus menerus
Business
1. Fokus hanya pada KPI/Action Plan
Deptnya sendiri, berdampak
negatif terhadap Departemen dan
Bisnis lain (primer vs konsekuensial
metrik)
2. Tidak ada penyelarasan Prioritas
Departemen
3. Tidak ada KPI/ Action Plan
keselarasan (Tujuan SILO)
4. Tidak ada kolaborasi yang sejajar /
lemah antara:
- Commercial & Industrial team
dalam Perusahaan
- Jabatan dalam Fungsional
5. Tidak ada kolaborasi yang sejajar /
lemah :
- Departments dalam Perusahaan
- Fungsional dalam Department

14. Berpikir LEAN
I Increase VA
C Cust. Satisfaction
R Reduce Waste
C Cont.Improvement

15. Berpikir LEAN
• Enabler: Segala aktifitas yang tidak
menambah nilai, tapi perlu dilakukan agar
proses tetap berjalan.
 Tidak bernilai Tambah (Non Value Added):
Segala aktifitas yang tidak menambah nilai
terhadap produk tetapi menambah biaya
(PEMBOROSAN) .
 Nilai Tambah (Value Added): Segala aktifitas
yang merubah bentuk, kegunaan atau fungsi
material untuk memenuhi permintaan
pelanggan atau aktivitas yang bersedia
dibayar pelanggan.

16. PERILAKU POKOK
LEAN IMPLEMENTATION
10
1. Pertanyakan segala cara dalam berproduksi
2. Lebih baik memikirkan cara untuk dapat
melaksanakannya dari pada mencari alasan
mengapa tidak bisa dilaksanakan
3. Jangan banyak ber-argumentasi, mulailah dengan
mempertanyakan kondisi saat ini.
4. Jangan menunggu solusi sempurna, 50% juga OK,
tapi segera lakukan
5. Bila terjadi kesalahan, segera perbaiki
6. Hindari penggunaan uang tetapi gunakan
kreativitas untuk improvement.
7. Kalau tidak ada kesulitan, “Ide Perbaikan” tidak
akan muncul
8. Cari penyebab sesungguhnya dengan menanyakan
5 kali “Mengapa”
9. Dibanding “pengetahuan” 1 orang masih lebih
baik “ide” 10 Orang
10.Improvement itu tidak terbatas

17. Management
Commitment
• Leadership
Commitment
• Managing Change
Vision &
Mission
• Create Vision
• Create Mission
• Managing
Roadblocks
Planning
• Develop
Organizational
Policies
• Employee
Involvement
• Develop Training
Plan
• Develop
Objectives
• Develop Metrics
• Align Strategy
with Organization
• Develop
Communication
Plan
Initiative Plan
• Select Pilot Area
• Select Project
Leader
• Stabilize Process
• Standardize
process
• Simplify Process
Rollout Plan
• Identify Value
Streams
• Prioritize Value
Streams
• Create Timeline
• Implement
• Audit / Adjust
Sustaining
Continuous
Improvement
• Lean
Management
System
LEAN Transformation Successful

18. LEAN ON
HUMAN RESOURCES
MANAGEMENT

19. PROBLEM
SOLVING
(Continuous
Improvement
& Learning)
PEOPLE & PARTNER
(Respect, Challenge, & Grow
Them
PROCESS
(Eliminate Waste)
PHILOSOPHY
(Long-term thinking)
• Continuous organizational learning through kaizen
• Go see for your self to thoroughly understand the
situation
• Make decision slowly, by consensus, thoroughly consider
all options, implement rapidly
• Grow leaders who live the philosophy
• Respect, Develop and Challenge your people & team
• Respect, Develop & help your suppliers
• Create Flow to surface problem
• Use pull system to avoid overproduction
• Level out the workload
• Stop when there is a quality problem
• Standardize task for continuous improvement
• Use Visual Control so no problem are hidden
• Use only reliable, thoroughly tested technology
• Base Management decisions on a long-term philosophy,
even at the expend of short term financial goal
TOYOTA : Very structured approach..
From the living philosophy to business principles
and daily operation practices.
Provide the Consumer with the
“VALUE they really want”, by the
time the want no more, no less
The 4P of TOYOTA WAY The 14 TOYOTA BUSINESS PRINCIPLES

20. LEAN ON HRM
(Respect, Challenge, & Grow Them)

21. The Most Importance
LEAN IMPLEMENTATION is
“LEAN CULTURE MINDSET”
ABNORMALITY MANAGEMENT
LEAN ON HRM

22. LEAN ON HRM
22

23. LEAN HRM
World Class
TPM
Pillar
FI
Pillar
People
Pillar
5S & Visual Management System
Compliance & Sustainability
People Involvement
Never Leave Anyone Behind
Technology
Pillar
People
Transformation
Cycle
•
People
Mapping
•
Leadership
Development
Program
•
Lean
Leadership
focus
on
People
Transformation
Create Capability
Building Team
Membangun rasa urgensi
Membentuk koalisi yang
kuat
Create Communication
Excellence
Membuat Visi
Mengkomunikasikan Visi
Create Empowerment
Excellence
Memberdayakan Orang
Lain
Merencanakan dan
menciptakan kemenangan
jangka pendek
Create Company
Excellence
Konsolidasi perbaikan
Melembagakan
perubahan
LEAN ON HRM

24. Moving from Denial ➔ Resistance ➔ Explore ➔ Buy in / Commitment
LEAN ON HRM

25. 25
Lean Mindset/ Culture Change :
• Communication program
• People profiling
• Content
• Language
• Media
• Learning program
• People profiling
• Maturity journey
• Activities (training, workshop, benchmark,
seminar)
• Coaching program
• People profiling
• Maturity journey
LEADERSHIP PHASE
Lean on HRM
LEAN ON HRM

26. MINDSET
CHANGE Kotter Steps
(Our Iceberg is Melting)
Setting the Stage
Pre-requisites 1. Create Sense of Urgency 2. Pull together the Guiding Team
Change Mindset Program
"Kotter 8 steps"
- Availability of validated:
a) Emotional Profiling;
b) Readiness Level assessment;
c) Personality Profiling use DISC Style
(Dominance-Influence-Steadiness-
Conscientiousness);
d) Constructive Style use LSI (Life Style
Inventory) or BDQ (Behavior
Development Questionnaire) (adopted
from Life Style Inventory);
d) Engagement Level (Gallup Q12
Survey).
- Brainstorming about GI (attitude,
condition, resources) by: assessing or
profiling along Value Stream, getting
agreement with major problem.
- Communicate the problem clearly.
- Change Risk Assessment (resistance
source, impact, preventive).
- Select Guiding Team/Change Agent
from every department along Value
Stream:
(a) Select Executive Committee;
(b) Select of E&T (Education &Training),
FI (Focus Improvement) &Lean,
Compliance Leaders and the members.
- Profiling the guiding team / Change
Agent (identify emotional state,
readiness level, personality profiling,
Constructive Style, Engagement).
- Guiding Change Agent with Education,
Training and Coaching Session to
support their roles (define roles clearly
and encourage to similar "atmosphere").
Possible Readiness Level of Emotional State
- Define category of emotional state level.
- Define behaviors and indicator from each
category.
Denial:
- Anxiety
- Shock
- Confusion
- Vulnerable
Evaluation
Preparation tools for evaluation:
- Emotional Profiling
- Readiness Level
- Personality Profiling
- Constructive Style
- Engagement
Execute (along Value Stream - 1):
- Emotional Profiling,
- Readiness Level identification,
- Personality profiling,
- Constructive style measurement,
- Engagement survey
Objective: To see readiness for executing
communication activity and learning
agenda.
MINDSET CHANGE PROGRAM FRAMEWORK (8 STEPS)

27. MINDSET
CHANGE
Kotter Steps
(Our Iceberg is Melting)
Decide What to Do Make it Happen Make It Stick
3. Develop the Change Vision &
Strategy
4. Communicate for
Understanding & Buy In
5. Empower Others to Act 6. Produce Short-Term
Wins
7. Don't Let Up 8. Create a New Culture
Change Mindset Program
"Kotter 8 steps"
- Use Company Framework
(Strategic Framework) and Lean
Mindset as umbrella.
- Guiding team should walk to
the floor (go to Genba) to
pickup ideas (identify current
condition related with change
factor).
- Develop strategy to
implement and make happen
'change vision' (Kakushin-
Kaikaku, other).
- Decide a role model of change
as pilot projects.
- Announce Guiding
Team/Change Agent Team.
- Execute Communication Plan
to all employee based on
Emotional Profiling, Readiness
Level, Personality Profiling,
Constructive Style Level, and
Engagement (staff and operator
need execute differently).
- Define methods, content, and
language for different level
(hierarcy & maturity).
- Use criteria/profile
Emotional Profiling,
Readiness Level,
Personality Profiling,
Constructive Style Level,
and Engagement to select
Work Group members
(snowball method) to
identify potential Work
Groups members.
- Execute Assesment about
Emotional Profiling,
Readiness Level,
Personality Profiling,
Constructive Style Level,
Engagement to identify
discrepancies from our
vision & strategy (actual vs
desired/target).
- Sharing Session Change
Agent to other about the
experience.
- Identify 'low hanging
fruits'.
- Identify KPI's & measure
of success.
- Celebrate successes.
- Recognise 'heroes' for
their contribution.
- Flow should have been
created, vision should
sank in by this stage.
- Identify other pilot
area and
representatitives.
- Review management
routine (integrate into
Operational Master
Plan/OMP and
Management Routine).
- Repeat the cycle.
- Ensure people act in
the new way.
- Succession plan of
leaders.
- Pass on the story of
change to the next
generation.
Possible Readiness Level of Emotional State
Resistance:
- Anger
- Conflict
- Fear
- Distrust
- Resignation
Exploration:
- Frustration
- Avoiding
- Acceptance
- Impatience
- Hopeful
Commitment:
- Celebrating
- Enthusiasm
- Trust
- Excitement
- Understanding
Evaluation
Execute (Market + Along Value Stream - 2)
- Emotional Profiling,
- Readiness Level identification,
- Personality Profiling
- Constructive style measurement,
- Engagement survey
Objective: To see communication effectiveness & select Work
Group members.
Execute (Along Value Stream -
3)
- Emotional Profiling,
- Readiness Level
identification,
- Personality Profiling
- Constructive style
measurement,
- Engagement survey
Obj: To see (LEAN) buy in
after short term wins.
Execute (Market + Along
Value Stream - 4)-
Emotional Profiling,
- Readiness Level
identification,
- Personality Profiling
- Constructive style
measurement,
- Engagement survey
Obj: To see post program
of Mindset Change.

28. COMMUNICATION
Kotter Steps
(Our Iceberg is Melting)
Setting the Stage Decide What to Do Make it Happen
Pre-requisites 1. Create Sense of Urgency
2. Pull together the Guiding
Team
3. Develop the Change Vision &
Strategy
4. Communicate for
Understanding & Buy In
Communication
"Kotter"
Kick off & Socialization Series
Communication plan & strategy
in place, e.g. editorial calendar
established
Communication Focus Explain Needs Clarify Vision
Communication Content
Kick off
(urgency /needs for
internalization, benefits).
LEAN awareness.
Vision, Mission, Values, Culture,
Strategy, Guiding Team/Change
Agent.
Formal declaration.
Communication Activities
Define:
- Employees target (massal vs
targeted; cognitif vs affective),
- Media Communication
(printed, face to face, tech.
based),
- Budget
(1) Two Way Communication:
- Technology Based: Email Blast, legal social owned by
company/groups dept. (WA, BBM, etc).
- Face to Face Format (Group) : Project Briefing/Meeting,
Presentation, Training, Workshop.
- Face to Face Format (Individual) : one-on-one session
(2) One Way Communication:
- Written Matterial/Print/Publications : The Key
- Technology Based: multimedia
(1) Two Way Communication:
-Technology Based: Email Blast, legal social owned by
company/groups dept. (WA, etc.), Email Newsletter
- Face to Face Format (Group): Workshops, Training, Presentations,
Meetings
- Face to Face Format (Individual): one-on-one session
(2) One Way Communication:
- Written Materials/ Print/Publications: The Key, Notices for
Bulletin Boards, Posters/Banner, Progress Reports.
- Technology based: multimedia
Evaluation
Communication Survey -1
Obj : To know how far employee
know about Change Program
(executed by Change Agent) and
how their feel (give them
advantageous/benefits or not).
MINDSET CHANGE PROGRAM FRAMEWORK (8 STEPS)

29. COMMUNICATION
Kotter Steps
(Our Iceberg is Melting)
Make it Happen Make It Stick
4. Communicate for
Understanding & Buy In
5. Empower Others to Act
6. Produce Short-Term
Wins
7. Don't Let Up 8. Create a New Culture
Communication
"Kotter"
- Announce & introduce
extended change team
through various events &
media
- Announce activities
- Communicate the 'low
hanging fruits' through
various media
- Celebrate wins through
special events
- Announce the 'heroes'
& provide special
recognition
Communication Focus Inspire Action Sustain Momentum
Communication Content Updates on LEAN progress Updates on LEAN progress
Updates on LEAN
progress
Updates on LEAN
progress
Communication Activities
(1) Two Way Communication:
-Technology Based: Email blast, BRA email newsletter, legal social owned by
company/groups dept. (WA, BBM, etc).
- Face to Face Format (Group): Workshops, Presentations, Meetings, Project
Team meetings, Market is meetings (Cascade)
- Face to Face Format (Individual) : one-on-one session
(2) One Way Communication:
- Written Materials/ Print/Publications: Newsletters, Notices for Bulletin Boards,
Posters/Banner.
- Technology based: Multimedia
(1) One Way Communication:
- Written Materials/ Print/Publications:
Newsletters, Notices for Bulletin Boards,
Posters/Banner.
- Technology based: Multimedia
(2) Two Way Communication:
-Technology Based: Email blast, BRA email
newsletter
- Change Event Project.
Evaluation
Communication Survey - 2:
Objc : To know how far
employee know about
Change Program (executed
by 2nd Change Agent) and
how their feel (give them
advantageous/benefits or
not).

30. LEARNING
PROGRAM
Kotter Steps
(Our Iceberg is Melting)
Setting the Stage Decide What to Do
Pre-requisites 1. Create Sense of
Urgency
2. Pull together the
Guiding Team
3. Develop the Change Vision & Strategy
Education & Training
Pillar Steps
Step 1 Step 2
Coaching
- Develop Integration
Coaching Framework,
Tools, and Technique
(READINESS LEVEL-
DISC-LSI-GROW-SBI-
QUESTIONS)
- Create Coaching
Guideline in two
language (Eng. and
Bahasa)
- Identify Targeted Internal Coach
- Define Process and criteria for Level of Participants-Trainer-Facilitator-Coach
Learning Programs
- Competency Matrix (current map)
- Training Needs Analysis for Change Agent Team (actual vs target)
- Training Needs Analysis along Value Stream (Level Supervisor up)
- Development of Learning Matrix
Learning Support
Facilities
- Endorsement from
Market Leaders on
Learning Support
facilities set up
Facilities set up
MINDSET CHANGE PROGRAM FRAMEWORK (8 STEPS)

31. LEARNING
PROGRAM
Kotter Steps
(Our Iceberg is Melting)
Make it Happen Make It Stick
4. Communicate for
Understanding & Buy In
5. Empower Others
to Act
6. Produce Short-
Term Wins
7. Don't Let Up 8. Create a New
Culture
Education & Training Pillar Steps Step 3 (Pillars) Step 3 (Work Group)
Step 2
Step 3 (Operational)
Step 4
Step 5 Step 6
Coaching Everyday Coaching Program
Learning Programs
- Other trainings (based on the needs analysis and competency matrix)
Learning Support Facilities Roll out of training (refer to Training Programs)

32. EMOTIONAL PROFILING
FOCUS
DENIAL RESISTANCE EXPLORE BUY IN DENIAL RESISTANCE EXPLORE BUY IN
COMMUNICATION
FOCUS
EXPLAIN
NEEDS
CLARIFY
VISION
INSPIRE
ACTION
SUSTAIN
MOMENTUM
EXPLAIN
NEEDS
CLARIFY
VISION
INSPIRE
ACTION
SUSTAIN
MOMENTUM
COACHING
CONTENT
Goal / Objective
Understanding GI
Group Vision,
Culture, Values,
Business condition
and urgency, Why
Lean (workplace
and people
transformation)
Important
Understanding
Change Vision,
Implementation
Strategy,
Capability Building
Strategy, Problem
solving mindset
Understanding
Change Vision,
Implementation
Strategy,
Capability Building
Strategy, Problem
Solving execution
Understanding
Change Vision,
Implementation
Strategy,
Capability Building
Strategy, Problem
solving execution
Understanding GI
Vision, Culture,
Values, Business
condition and
urgency, Why Lean
(workplace and
people
transformation)
Important
Understanding
Change Vision,
Implementation
Strategy,
Capability Building
Strategy, Problem
solving mindset
Understanding
Change Vision,
Implementation
Strategy,
Capability Building
Strategy, Problem
solving execution
Understanding
Change Vision,
Implementation
Strategy,
Capability Building
Strategy, Problem
solving execution
Behavior
(Competencies)
Leadership &
Communication
skill to Lead the
change
Train the trainer
Leadership &
Communication
skill to Lead the
change, Train the
trainer, Facilitator
Leadership &
Communication
skill to Lead the
change, Train the
trainer, Facilitator,
Coach
Leadership &
Communication
skill to Lead the
change
Train the trainer
Leadership &
Communication
skill to Lead the
change, Train the
trainer, Facilitator
Leadership &
Communication
skill to Lead the
change, Train the
trainer, Facilitator,
Coach
Impact
COACHING PROGRAM

33. COMMUNICATION PROGRAM
EMOTIONAL
PROFILING
DENIAL RESISTANCE EXPLORE BUY IN DENIAL RESISTANCE EXPLORE BUY IN
COMMUNI-
CATION FOCUS
EXPLAIN
NEEDS
CLARIFY
VISION
INSPIRE
ACTION
SUSTAIN
MOMENTUM
EXPLAIN
NEEDS
CLARIFY
VISION
INSPIRE
ACTION
SUSTAIN
MOMENTUM
COMMUNICATION
CONTENT
LEAN
awareness
Vision,
Mission,
Strategy,
Guiding
Team, Lean
Awareness
Formal
declaration
Updates on
LEAN
progress
Updates on
LEAN
progress
LEAN
awareness
Vision,
Mission,
Strategy,
Guiding
Team, Lean
Awareness
Formal
declaration
Updates on
LEAN
progress
Updates on
LEAN
progress

34. 1. Kick off & Socialization Series
Building Education & Training Team Ad Hoc (Identify, approved, communicate about roles&responsibility)
Preparation for Kick Off
Kick Off Communication
Define communication media (sites, target audience)
Design & produce communication material for Sense of Urgency
Contents :
1. Communicate who the communication ad hoc team members
2. Urgency /needs for change, for better internalization, benefits
3. Information must be the same (cross-information vertical & horizontal), but use of language, style & tone differs according to level
Publish communication
2. Pull together the Guiding Team
Define communication media (sites, target audience)
Design & produce communication material for Explain Needs
Contents :
1. LEAN awareness
2. Communicate to Guiding Team about their roles & responsibilities
3. Information must be the same (cross-information vertical & horizontal), but use of language, style & tone differs according to level
Publish communication
COMMUNICATION ACTIVITIES KICK OFF

35. 3. Develop Change Vision & Strategy
Define communication media (sites, target audience)
Design & produce communication material for Clarify Vission
Contents :
1. Guiding Team
2. Vision, Mission, Strategy
3. Establish awareness program
4. Information must be the same (cross-information vertical & horizontal), but use of language, style & tone differs
according to level
Publish communication
4. Communicate for Understanding & Buy In
Define communication media (sites, target audience)
Design & produce communication material for Clarify Vission
Contents :
1. Establish communication plan & strategy - Editorial Calendar
2. Formal declaration
3. Remind organization of BRA Values
4. Information must be the same (cross-information vertical & horizontal), but use of language, style & tone differs
according to level
Publish communication

36. 5. Empower Others to Act
Define communication media (sites, Target audience)
Design & produce communication material for Inspire Action
Contents :
1. Communicate to Extended Team (WG) about their roles & responsibilities
2. Announce & introduce extended change team
3. Gather inputs/ideas (subject of communication) from the different site
4. Information must be the same (cross-information vertical & horizontal), but use of language, style & tone differs according to level
3. Announce activities
4. Updates on LEAN progress
Publish communication
6. Produce Short-Term Wins
Define communication media (sites, Target audience)
Design & produce communication material for Inspire Action
Contents :
1. Gather inputs/ideas (subject of communication) from the different site
2. Communicate the 'low hanging fruits'
3. Announce activities
4. Updates on LEAN progress
5. Information must be the same (cross-information vertical & horizontal), but use of language, style & tone differs according to level
Publish communication

37. 7. Don't Let Up
Define communication media (sites, Target audience)
Design & produce communication material for Sustain the Momentum
Contents :
1. Announce the 'heroes' & provide special recognition
2. Gather inputs/ideas (subject of communication) from the different site
3. Announce activities
4. Updates on LEAN progress
5. Information must be the same (cross-information vertical & horizontal), but use of language, style & tone differs
according to level
Publish communication
8. Create a New Culture
Define communication media (sites, Target audience)
Design & produce communication material for Sustain the Momentum
Contents :
1. Gather inputs/ideas (subject of communication) from the different site
2. Announce activities
3. Updates on LEAN progress
4. Information must be the same (cross-information vertical & horizontal), but use of language, style & tone differs
according to level
Publish communication

39. HR-Technology Pillar

40. HR-Technology Pillar