1. Leading Change in Your Facility Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Six Sigma Simplicity

2. Key Learning Points  Leading Change IS a Process

3. Do we need to Change ?  Is your workload High?  Are you working long hours?  Are you meeting your commitments?  Are you meeting the companies goals?  Are you meeting your departmental goals?  Are you meeting your customers needs?  Are your Customers satisfied?  Are your Customers loyal?  Is your workload High?  Are you working long hours?  Are you meeting your commitments?  Are you meeting the companies goals?  Are you meeting your departmental goals?  Are you meeting your customers needs?  Are your Customers satisfied?  Are your Customers loyal? Questions

4. So What to Change First? “It is not the fittest or the most intelligent who will survive. It is those who are most receptive to change.” Charles Darwin “It is not the fittest or the most intelligent who will survive. It is those who are most receptive to change.” Charles Darwin “Our Mindset”

5. “At first the Hunted ignore and underestimate the young Hunters. As they lose market share they react with cries that they are being victimized. When finally the pain is unbearable, they act.” The Hunters and the Hunted, James B. Swartz Why Change our Mindset Are we the Hunted ?

6. Why Change our Mindset “To streamline for reduced volumes and stem negative cash flow. They focus on restructuring They reduce layers of management, eliminate losers, retreat from low-margin markets, slash costs and inventories, reduce people and expense, outsource labor and materials, and manipulate finances.” The Hunters and the Hunted, James B. Swartz We may be the Hunted !

7. Why Change our Mindset “…these are defensive moves.” Hunters don’t defend ! …… We are the Hunted !

8. Why Change our Mindset? Become the Hunter “Become the Hunter by transforming yourself and then the business in order to maximize the Rate and Quality of learning and improvement.” The Hunters and the Hunted, James B. Swartz

9. Leading Change A Process

10. A Process for Change  Leading Change  Give people someone to follow – by you and your Champions actions  Shared Need  Create an imperative to act now. Pass this on to others  Share Vision  Be precise about what you want to achieve and how you will manage the side effects and opportunities  Leading Change  Give people someone to follow – by you and your Champions actions  Shared Need  Create an imperative to act now. Pass this on to others  Share Vision  Be precise about what you want to achieve and how you will manage the side effects and opportunities

11. A Process for Change (Cont.)  Get Buy-in  You must involve people and pass on your enthusiasm so that once you start another project the change is sustained  Make it Last  Ensure that all influences to confound or support change are controlled  Monitor Progress  Ensure that you are measuring effect not effort. Further publish progress  Get Buy-in  You must involve people and pass on your enthusiasm so that once you start another project the change is sustained  Make it Last  Ensure that all influences to confound or support change are controlled  Monitor Progress  Ensure that you are measuring effect not effort. Further publish progress

12. A Process for Change (Cont.)  Changing Systems and Structures  Making sure that management practices (Staffing, development, rewards, measures, communication and organizational design) are used to compliment and reinforce change.  Changing Systems and Structures  Making sure that management practices (Staffing, development, rewards, measures, communication and organizational design) are used to compliment and reinforce change.

13. Deployment Strategy  We Have  Top level vision  Processes and tools to expose the hidden factory, COPQ and Change  We Need  An environment for action and accountability  We Have  Top level vision  Processes and tools to expose the hidden factory, COPQ and Change  We Need  An environment for action and accountability

14. Creating the Environment A Guide for Green Belts

15. Creating the Environment  Leading Change  Facility Leader visibly supports the Continuous Improvement  Full Time Black Belt in Place  Champions in place  CIP Steering committee established  CIP Steering committee meeting schedule agreed  CIP an agenda item on staff meeting  Share Need  Voice Of the Customer included within project identification process  Intent and Purpose communicated to all personnel  Project backlog pool established and maintained  Yellow Belt training program agreed  Leading Change  Facility Leader visibly supports the Continuous Improvement  Full Time Black Belt in Place  Champions in place  CIP Steering committee established  CIP Steering committee meeting schedule agreed  CIP an agenda item on staff meeting  Share Need  Voice Of the Customer included within project identification process  Intent and Purpose communicated to all personnel  Project backlog pool established and maintained  Yellow Belt training program agreed

16.  Share Vision  Quality, Cost and Time targets established (QMS )  Translation issues addressed  Black and Green Belt job descriptions communicated  Black Belt candidate screening process adopted  Green Belt candidate screening process adopted  Number of active Black and Green Belts agreed  Method of project identification and prioritization agreed  Share Vision  Quality, Cost and Time targets established (QMS )  Translation issues addressed  Black and Green Belt job descriptions communicated  Black Belt candidate screening process adopted  Green Belt candidate screening process adopted  Number of active Black and Green Belts agreed  Method of project identification and prioritization agreed Creating the Environment

17.  Get Buy-in  High Level process map established for all key processes (Brown Paper)  Complimentary and pre training program established  Leadership Trained in CIP  Leadership have an elevator speech  Communications plan agreed  Reading Library established  6S process established  Get Buy-in  High Level process map established for all key processes (Brown Paper)  Complimentary and pre training program established  Leadership Trained in CIP  Leadership have an elevator speech  Communications plan agreed  Reading Library established  6S process established Creating the Environment

18.  Make it Last  Potential Master Black Belts identified  Close out to audit by QMS process established  Training to maintain the qualification standard agreed  Kaizen identification and implementation process established  Black Belt re-instatement plan established  Benefits model adopted by financial controller  Next wave of Green Belts selected  CIP Projects included in Leadership PMP  Make it Last  Potential Master Black Belts identified  Close out to audit by QMS process established  Training to maintain the qualification standard agreed  Kaizen identification and implementation process established  Black Belt re-instatement plan established  Benefits model adopted by financial controller  Next wave of Green Belts selected  CIP Projects included in Leadership PMP Creating the Environment

19.  Monitor Progress  Best practices shared with all locations  Best practice review process installed  Website reporting discipline agreed  Projects and results linked to the QMS  Champion and Black Belt review process installed  Project timeline reporting process established including ISO 9000 audit  Monitor Progress  Best practices shared with all locations  Best practice review process installed  Website reporting discipline agreed  Projects and results linked to the QMS  Champion and Black Belt review process installed  Project timeline reporting process established including ISO 9000 audit Creating the Environment

20.  Changing Systems and Structures  CIP Steering committee meeting schedule agreed  Project backlog pool established and maintained  Projects and results linked to the QMS  Benefits model adopted by financial controller  Website reporting discipline agreed  Projects and results linked to the QMS  Leadership Trained in Continuous Improvement Process  Communications plan agreed  6S process established  Black Belt job descriptions communicated  Black Belt candidate screening process adopted  Green Belt candidate selection process adopted  Method of project identification and prioritization agreed  Changing Systems and Structures  CIP Steering committee meeting schedule agreed  Project backlog pool established and maintained  Projects and results linked to the QMS  Benefits model adopted by financial controller  Website reporting discipline agreed  Projects and results linked to the QMS  Leadership Trained in Continuous Improvement Process  Communications plan agreed  6S process established  Black Belt job descriptions communicated  Black Belt candidate screening process adopted  Green Belt candidate selection process adopted  Method of project identification and prioritization agreed Creating the Environment

21. - Sir John Harvey-Jones “People are the most important resource. Technology moves on, hardware gets outdated, but people who work in business are what moves that business forward” People + Skill + Will + Process = Successful Change

22. Leading Change in Your Facility Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training