The document discusses different approaches to leading and driving change within an organization. It identifies three key aspects of successful change leadership: communicating the purpose and benefits of change, collaborating across teams to plan and implement change, and committing to adapting and supporting the change effort. It also discusses process-driven changes and different types of processes within organizations. Finally, it outlines concepts for driving continuous improvement, including eliminating waste, optimizing workflow and inventory, and focusing on reducing variation.

4. Leader Driven
 Leadership is the position of guiding a group,
or the ability to lead.
Leaders set clear direction and take
responsibility for decisions.
Leadership is a ability to exude confidence and
attract followers.
Effective leadership is essential to successful
change.

5. The 3 C’s of Change Leadership
•

6. Communicate.
• Unsuccessful leaders tended to focus on the
“what” behind the change.
• Successful leaders communicated the
“what” and the “why.”
• Leaders who explained the purpose of the
change and connected it to the organization’s
values or explained the benefits created
stronger buy-in and urgency for the change.

7. Collaborate.
• Bringing people together to plan and execute
change is critical.
• Successful leaders worked across boundaries,
encouraged employees to break out of their silos,
and refused to tolerate unhealthy competition.
• They also included employees in decision-making
early on, strengthening their commitment to
change.
• Unsuccessful change leaders failed to engage
employees early and often in the change process.

8. Commit.
• Successful leaders made sure their own beliefs
and behaviors supported change, too.
• Change is difficult, but leaders who negotiated it
successfully were resilient and persistent, and
willing to step outside their comfort zone.
• They also devoted more of their own time to the
change effort and focused on the big picture.
• Unsuccessful leaders failed to adapt to
challenges, expressed negativity, and were
impatient with a lack of results.

10. Process Driven

11. Process Driven
Organizations may need to reengineer processes to achieve
optimum workflow and productivity.
Process‐oriented change is often related to an organization's
production process or how the organization assembles products or
delivers services.
The adoption of robotics in a manufacturing plant or
of laser‐scanning checkout systems at supermarkets are examples
of process‐oriented changes.

12. Process Types

13. Repetitive Processing
• Repetitive processing has dedicated
production lines that produce the same or
similar items consistently without change.
• It requires minimal setup or changeover, so it
can be accelerated, slowed down, or another
production line added.

14. Discrete Processing
• Discrete processing is also an assembly or
production line process, but it is highly
diverse, with a wide variation of setups and
changeover frequencies.
• The variation is based on whether the
products being produced are alike or very
disparate.
• If the latter is the case, setup and tear-down
will require more time.

15. Job Shop Processing
• Job shop processing has production areas,
rather than production lines.
• One or a number of product versions are
assembled in the areas.
• If demand deems necessary, the job shop
operation is converted to a discrete processing
environment with automated equipment.

16. Process Manufacturing (Batch)
• This type of operation is analogous to discrete
and job shop processes.
• The process can run produce one batch or
several, depending on requirements.
• Continuous batch processes are possible
when the composition of raw materials can’t
be made to a strict standard.
• Design considerations and disciplines are
more diverse.

17. Process Manufacturing (Continuous)
• This type of processing is similar to repetitive,
in that they run 24/7.
• The main difference is that the products are
gases, liquids, powders, or slurries.
• Or in areas like mining, they can be granular
materials.
• With continuous process manufacturing, the
disciplines to create the product are more
diverse.

18. Improvement Driven

19. Improvement driven
While all changes do not lead to improvement, all
improvement requires change.
The ability to develop, test, and implement changes is
essential for any individual, group, or organization that
wants to continuously improve.
A change concept is a general notion or approach to
change that has been found to be useful in developing
specific ideas for changes that lead to improvement.

20. The Improvement Guide
• Eliminate Waste
• In a broad sense, waste can be considered as any activity or
resource in an organization that does not add value to an
external customer. Some possible examples of waste are
materials that are thrown away, rework of materials and
documents, movement of items from one place to another,
inventories, time spent waiting in line, people working in
processes that are not important to the customer, extra
steps or motion in a process, repeating work that has
previously been done by others, over-specification of
materials and requirements, and more staff than required
to match the demand for products and services.
•

21. Example of Improve
• Toyota is famous for focusing improvement on
the following "seven wastes":
• Waste of overproduction
• Waste of waiting
• Waste of transportation
• Waste of processing itself
• Waste of inventory (stock)
• Waste of motion
• Waste of producing defective parts or products

22. Types of Improvement

23. Improve Work Flow
• Products and services are produced by processes.
• How does work flow in these processes?
• What is the plan to get work through a process?
• Are the various steps in the process arranged and
prioritized to obtain quality outcomes at low
costs?
• How can we change the work flow so that the
process is less reactive and more planned?

24. Optimize Inventory
• Inventory of all types is a possible source of waste in organizations.
• Inventory requires capital investment, storage space, and people to
handle and keep track of it.
• In manufacturing organizations, inventory includes raw material
waiting to be processed, in-process inventory, and finished goods
inventory.
• For service organizations, the number of skilled workers available is
often the key inventory issue.
• Extra inventory can result in higher costs with no improvement in
performance for an organization.
• The use of inventory pull systems such as "just-in-time" is one
philosophy of operating an organization to minimize the waste from
inventory.

25. Change the Work Environment
• Changes to the environments in which we work, study, and live can
often provide leverage for improvements in performance.
• Production of products and services takes place in some type of
work environment.
• As we try to improve quality, reduce costs, or increase value of
these products and services, technical changes are developed,
tested, and implemented.
• But many of these technical changes do not lead to improvement
because the work environment is not ready to accept or support
the changes.
• Changing the work environment itself can be a high-leverage
opportunity for making other changes more effective.

26. Producer/Customer Interface
• To benefit from improvements in quality of products
and services, the customer must recognize and
appreciate the improvements.
• Many ideas for improvement can come directly from a
supplier or from the producer's customers.
• Many problems in organizations occur because the
producer does not understand the important aspects
of the customers’ needs or customers are not clear
about their expectations from suppliers.
• The interface between producer/provider and their
customers presents opportunities to learn and develop
changes that will lead to improvement.

27. Manage Time
• This age-old concept provides an opportunity to make
time a focal point for improving any organization.
• An organization can gain a competitive advantage by
reducing the time to develop new products, waiting
times for services, lead times for orders and deliveries,
and cycle times for all functions in the organization.
• Many organizations have estimated that less than five
percent of the time needed to manufacture and deliver
a product to a customer is actually dedicated to
producing the product.
• The rest of the time is spent starting up or waiting.

28. Focus on Variation
• Everything varies! But how does knowing this help us to develop changes
that will lead to improvement?
• Many quality and cost problems in a process or product are due to
variation.
• The same process that produces 95 percent on-time delivery or good
product is the same process that produces the other 5 percent of late
deliveries or bad product.
• Reduction of variation in such cases will improve the predictability of
outcomes (may actually exceed customer expectations) and help to
reduce the frequency of poor results.
• Basic approaches to dealing with variation:
• Reduce the variation
• Compensate (deal with the variation)
• Exploit the variation

30. Organizational Renewal
• organizational renewal refers to a continuous,
knowledge-oriented process as opposed to
episodic change.
• Organizational renewal may be defined. as an
ongoing process of building. innovation and
adaptation into the organization.
• Organization “Renewal” ... “Renewal” is an
opportunity to look for ways that regain the
involvement .
• organization's direction and ways of working.

31. Tactics To Ensure Organizational
Renewal Is Successful
• Consistent truth telling is required clearly spelling out the facts of
why change is essential and the consequences of not changing.
• Hard decisions need to be made regarding what parts of the
organization truly add value and which ones don’t and
consequently must go.
• Power and authority must shift from the centralized functions of IT,
Finance and HR out to those parts of the organization that are
responsible for results.
• Energetic and passionate people are required at all levels. The good
news is they are likely already in the system somewhere, having
been ignored and overlooked for years.
• The reward system must become based on results, not tenure or
position.

32. Tactics To Ensure Organizational
Renewal Is Successful
• Renewal requires exemplary leadership at all levels, focused on no more
than 3 enterprise wide strategic priorities that clearly support the vision of
what the organization is striving to become. Each priority must be owned
by at least one but no more than two senior executives.
• Each function or department must have their own more focused priorities
that align with the enterprise strategies.
• All changes, both enterprise-wide and functional / department changes
must clearly support the priorities. Any changes that don’t must be
excised.
• Excessive attention must be paid to engaging communication throughout
the enterprise regarding the strategy, changes, and the accompanying
transition.
• Transition implications, particularly what is over now and what isn’t over
must be clearly spelled out from the top to the bottom of the
organization.