Sustaining change executing a sustainability plan
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Presentation from 2020 ASQ Lean and Six Sigma conference on executing a sustainability plan as part of change management
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Sustaining change executing a sustainability plan
- 1. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE Sustaining Change - Executing a Sustainability Plan Jeremiah Genest Head of Digital Quality, Thermo Fisher Scientific – Vector Viral Services FEBRUARY 24, 2020
- 2. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE Objectives • Assess the role of sustainability in the major change management methodologies and apply to lean and six sigma projects. • Facilitate the sustainability phase of change management. • Compose a sustainability plan.
- 3. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE • Chair of the Team and Workplace Excellence Forum • CMQ/OE • Multiple transformational lean initiatives • Consent decree . Change Manager • Head of Digital Quality at Thermo Fisher Scientific - VVS • Pharmaceutical Industry • Takeda • Sanofi • Build and maintain quality systems 20 Years in Quality Passionate About: Creating a culture of quality based on transparency and candor Who am I? https://investigationsquality.com/
- 4. D M A I C A D K A R Lean Six Sigma Methodology Organizational Change Management Methodology DEFINE MEASURE ANLYZE IMPROVE CONTROL AWARENESS DESIRE KNOWLEDGE ABILITY REINFORCEMENT UNDERSTAND the need to change/transform and the current state SET goals based on current performance metrics to achieve a future state DETERMINE optimums solution based on data & information to achieve the future state IMPLEMENT solution and train skill required for the future state SUSTAIN improvements, behaviours, skills, roles and outputs of the new state Sustaining Change Is…. ADKAR is a trademark of Prosci, Inc
- 5. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE 5 KEY ACTIVITIES “Making it Stick” › Set performance indicators › Monitor & evaluate performances › Establish systems to make it happen › Establish controls to check it is happening › Rewards for new behaviour › Sanction (or lack of reward) for old behaviour › A period of relative stability (consolidate) Refreezing “Implementation” › Praise › Encouragement › Recognition & empathy › Coach › Train › Lead › Manage › Help & guidance › Regular feedback › Provide adequate resources Changing “Readiness to Change” › Educate (everyone understands) › Inform (what, why, when, how) › Consult (seek views & ideas, allow thinking time, use others’ ideas ) › Plan (objectives, resources, time-scales, measures, budgets) › Organize (work plans) › Appoint (leaders, managers, teams) Unfreezing
- 6. Part of Project Planning Create urgency From a powerful coalition Create a vision for change 1 2 3 Communicate the vision Empower action Create quick wins 4 5 6 Build on the change Make it stick 7 8 Creating a Climate for Change Engaging & Enabling the Whole Organization Implementing and Sustaining Change Pressure to revert to old ways Culture Eats Strategy for breakfast
- 7. ChangeAdoptionandSustainability External Motivation Compliance Internal Motivation Commitment Felt Leadership, Role Modelling, Influencing > Engagement “I follow the rules because I have to” “I follow the rules because I want to” Reactive • Compliance is the goal • Delegated to Project Team • Lack of management involvement Dependent • Management commitment • Condition of employment • Fear / Discipline • Rules / Procedures • Supervisor control, emphasis and goal Independent • Personal knowledge, commitment & standards • Internalization • Personal Value • Practice & Habits • Individual Recognition Independent • Help others conform • Being other’s keeper • Networck contributor • Care for others • Organizational Pride Follow the Curve
- 8. Business seen as a complete system Individuals Structure & processes Methods & techniques External environment Social culture and structure Strategy Success of change Failure of change The other factors evolve to align with the change The other factors resist and the system returns to the status quo A change to any of the factors upsets the system's balance. Once the change has begun, there are 2 possible ways of recovering a balance : Changes are to Systems There is no such thing as a neutral change : any change modifies an ecosystem or equilibrium
- 9. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE Level of Change Level of Change Change Management Sustainability Transactional Minor Tied to training plan, short effectiveness check Operational Major Medium term, separate document Transformational Fundamental Long-term, on- going program
- 10. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE Change Examples Level of Change Example Challenges Transactional 5S and Kanban system for Process Development Lab “we’re scientists, we don’t work this way” “You’re stifling our creativity” “The work we do is different every day” Organizational Electronic CQV records “How can this be compliant?” “What do you mean authenticated data?” “What about documents provided by a supplier?” “I like to review paper” Transformational Knowledge Management “Too busy to document stuff” “We just know it” “Once it’s written down I can never find it” “It will never be up-to-date” “Some of this is proprietary!”
- 11. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE
- 12. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE Communication Metrics Tracking Performance Management Rewards and Recognition Sustaining Ownership Continuous Improvement Change Risk Assessment Project Charter and Documentation Strategic Plan Success Criteria and Measures Change Objectives and Goals Sustainability Anchor and embed the change once it is implemented and is determined to be effective Business Case
- 13. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE What conditions will be in place to tell us we have reached a sustainable tipping point for our change?. Budget and Resources for the period from implementation until change sustained Solution design actively considers ease of adoption Criteria and targets that indicate the change is sticking Potential and negative ripple effects of the change and proposed change management activities Levers and reinforcing systems for each stage of change What are the lead indicators we are on track? Who are stakeholders most influential? What is in it for them? What information, skills, support do they need? What barriers might there be to creating critical mass quickly? How mitigate? What barriers might there be to gaining a sustainable tipping point? How mitigate? What do we need to do differently to increase our chances of success? Develop the Change Management Plan
- 14. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE Putting it in practice Example What went well Lessons Learned 5S and Kanban system for Process Development Lab Everyone likes carrots • Getting to visit other labs as advocates • Tangible awards at milestones (pizza parties, etc) Team didn’t have good ways to make measures visible – no visual management – hard to make them own change Electronic CQV records Risk based approach identified potential consequences and mitigated Budget and plan for continuous improvement after go-live Advocates and first-users easily pulled away from organization – plan for this Knowledge Management Clear metrics drive excitement Advocates are the best levers HR and L&D pockets felt left out • Sometimes organizations have unknown knowns in hierarchy
- 15. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE Let go the old ways Move quickly and confidently to consolidate and celebrate new beginnings Monitor transition phase Change recipients at individual, team and organization level Adoption Levers Monitor effectiveness Forward-looking Focus Patience and persistence Alter approach In light of new information Progress and Risk Monitor and diagnosis Teething Problems Change leaders and change recipients Slippages and Obstacles Look out, may derail change. Act quickly to report and remediate 8 1 7 2 6 3 5 4 Managing the Transition Execute the Change Management Plan
- 16. Adopt Sticky Sustain Embed Does it look like the change is sticking and benefits will be realized? Are the leaders talking and acting in a way that will help the change stick? Are people doing, thinking and acting in a wat that will help the change stick? What risks of sustainability exist – does accountability exist? What effect is the measurement and reporting having on our ability to openly discuss teething troubles and ideas for improvements? How are we going towards our stated change and business outcomes? Are the activities planned still the right ones? Where is the critical mass? Have we reached our tipping point yet? Are they having the effect planned? Who might be likely to unstick it? Are they having the effect needed? What will get in the way of that effect lasting? How might it come unstuck? Change Points of Adoption
- 17. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE The support, sponsorship and way management gets don Management The future state Change The company culture, values and behaviors Culture Engagement and desire to get the change done Motivation Change Fit
- 18. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE Putting it in practice Change Management Motivation Culture 5S and Kanban system for Process Development Lab See it as a priority Standard work Communicate Own it Carrots Critical for sustainability Electronic CQV records Communicate ROI Clear messaging Compliance Pride and ownership Combat “Get it done fast at any cost” Knowledge Management All levels Clear sponsorship Leave a legacy Build on success Build it into the way people work By-product of work
- 19. Levers Tipping ReinforceAdoption Sustainability What will trigger self- perpetuating activity Tipping Points and Critical Mass When the change has momentum of its own Reinforcing Systems What works best to reinforce? Levels of Adoption Sustaining Change happens by
- 20. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE
- 21. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE The Seven Levers needed for most change Initiatives Infrastructure Walk the Talk Reward and Recognition Personal Contacts Mass Exposure Outside Advocates Shift resistors Environmental Support Levers Build the context to foster commitment to a change initiative Needed for most change initiatives Advocates catalyze interest in the initiative by helping peers understand its value Needed for most change initiatives Possible short-term benefits Might be needed, but cannot foster commitment
- 22. Informal – what unwritten rules need to be surfaced and changed Formal – How people are rewarded and promoted This is a sample text. This is a sample text. This is a sample text. This is a sample text. This is a sample text. This is a sample text. Governance and Power Reward System Leadership Development Physical Environment Recruitment Communicate Messages building and physical layout Aligned to new way of working Decision making, hierarchy, authority How we choose and train leaders Informal – Who listens to who Formal – All the official ways information flows
- 23. 08 Implement, evaluate, & modify plan Develop & Pre-Test Materials 07 04 03 Identify Intended Audience Develop and Pretest Messages 02 Ask the Right Questions. Set Communications Goals and Objectives 06 05 Develop Action Plan Select channels, activities, materials, & partnerships 01 02 03 04 0506 07 08 01 How should organizational achievements reinforcing the change be commemorated?
- 24. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE Organizational Performance Results and Outcome Benefit realization Objectives met KPIs Performance Improvement Did the Initiative deliver what was expected Individual Performance Adoption and Usage Behaviors and Results Understanding Participation Engagement Usage Compliance Profiency How effectively did impacted individuals adopt and use the change? Change Management Performance Effective Change Management Activity effectiveness Sustainment activities FeedbackHow well did we do change management? What results should be observed and measured on a regular basis? What metrics should be used for measuring behaviors and results? What mechanisms should be used for reporting results?
- 25. Strategic The risk that the business benefits Business The amount, or type, or order of change negatively impacts the productivity of the business or their readiness to receive the change (change fatigue) Project The solution development and delivery, associated change management activities, are not sufficient to meet the needs of the strategy or business areas Health The readiness to receive the change (change fatigue) Risk-Based Thinking
- 26. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE Risk factor (people, process, system) The changes may not stick and the benefits may not be delivered if…. Probability at handover (H/M/L) Probability 3-6 months after implementation (H/M/L) A standard table Corrective action(s) required Impacts and Benefits and ROI (H/M/L) Business-as- usual owner
- 27. APPLYING LEAN AND SIX SIGMA FOR ORGANIZATIONAL EXCELLENCE THANK YOU
Editor's Notes
- There are many models and theories for change management with their own advantages and disadvantages. However, the purpose of each methodology is to implement the transition which benefits the organization. DMAIC – everyone knows ADKAR® change management process was developed and is registered by Prosci, Inc.
- The 8 Step Kotter Model of Change PowerPoint Template is an effective tool for project management presentations. There is always pressure to revert to the old wats. Sustaining and embedding change requires ongoing effort over a long period. Need to be prepared to press on and deliver more results. Continued clear leadership and direction. “Culture eats strategy for breakfast” and then it eats change for it’s second course! Successful change programs can be eaten away if culture is not aligned. Vital to identify aspects of old culture that threaten the change and to address them through highlighting the positive outcomes of the change, and strive for culture change.
- Adapted Bradley Curve, an organizational maturity model. The original was used in safety and is trademarked by DuPont Bradley works on three axes - leadership, organization, process & activities
- Individuals often want to just get their change. The art of change management is doing that nimbly and at the same time managing the impacts within and across systems.
- A Sustainability Plan should be developed to define the mechanisms that will be used to anchor and embed the change once it is implemented and is determined to be effective. The Sustainability Plan should minimally include the following components: Communication: Mechanisms for persuasive communication and ongoing socialization of the change, rites of parting (saying goodbye to the old ways of doing things), and rites of enhancement (acknowledgment of quick wins and continued adoption) Metrics Tracking: Consistent and effective process for ongoing measurement and results reporting to track progress and ensure sustained results Performance Management: Consistent process for observing and objectively measuring desired behaviors and attitudes, including performance appraisal process, promoting, demoting and transferring, and training and development Rewards and Recognition: Program of intrinsic and extrinsic incentives to reinforce desired behaviors and attitudes Sustaining Ownership: Consistent process for ensuring sustained ownership of the change through the ongoing transfer of experience and knowledge Continuous Improvement: Mechanisms for responding to changing requirements and implementing improvements based on feedback, observations, and metrics Questions to consider and respond to when developing the Sustainability Plan may include: How should organizational achievements reinforcing the change be commemorated? What behaviors should be observed and measured on a regular basis? What results should be observed and measured on a regular basis? What metrics should be used for measuring behaviors and results? What mechanisms should be used for reporting results? What criteria should be used to allocate rewards and promotion? What mechanisms should be used for training, coaching, and role modeling? What processes and procedures should be put in place to ensure sustained ownership of the change? What continuous improvement mechanisms will address low adoption rates and ensure the change becomes part of the organization’s normal functioning?
- No matter how well prepared you thought you were there will be surprises – be ready to find them and respond accordingly
- The success of any change is at its highest risk of failure at the point of adoption. This is because it is new and fragile, full of uncertainties and unknowns, in limbo between the people who built it and the people who will own it – and thus implementing a change can be full of surprises.
- Levers What will trigger self-perpetuating activity Tipping Points and Critical Mass When the change has momentum of its own. Assumption tat behavior is contangious. Reinforcing Systems Consider which types of reinforcement strategies will work best for the particular change and nature of stakeholders Reinforcing systems – Senge and Goodman R1 – individual personal results: “I’ll change because it matters to me” Interventions make clear the “What’s in it for me” for each stakeholder group R2 - networks of committed people: “I’ll change because it matters to my colleagues” Am individual’s needs to fit into the tribe can be triggered if we can build a belief that change matters to their colleagues R3 – Improved business results: “I’ll change because it works” People want to see that the change has achieved something worthwhile. Show how the change is having a direct positive effect on the success of the organization
- How should organizational achievements reinforcing the change be commemorated? Communication: Mechanisms for persuasive communication and ongoing socialization of the change, rites of parting (saying goodbye to the old ways of doing things), and rites of enhancement (acknowledgment of quick wins and continued adoption) Leverage key messages developed during the project to support ongoing communications on any updates made after the change. Show end users the progress that’s been measured and tie it back to the goals they heard so much about before the change. Answer FAQs so end users are aware of any issues or concerns. Most of all, share the successes to gain more credibility and maintain the momentum. Start by asking the right questions—the answers will provide you with a strong reality check and will include both the hard truths and the intangibles surrounding your change. Let this list provide a point of departure for your collective thinking: Have you identified the functions you want to sustain? Are you effectively serving the variety of cultures in your organization? Are they “champions” yet? Whom else do you need on board to sustain your initiative?
- What results should be observed and measured on a regular basis? What metrics should be used for measuring behaviors and results? What mechanisms should be used for reporting results?