1. Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Leading Change – Part 2 Six Sigma Simplicity

2. Leading Change Changing Systems & Structures Share Need Shape Vision Get Buy-in Make it last Monitor Progress Current StateTransition StateImproved State

3. 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  Shape Vision  Be precise about what you want to achieve and and make sure it is widely understood and shared.  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  Shape Vision  Be precise about what you want to achieve and and make sure it is widely understood and shared.

4. 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

5. 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.

6. Get Buy-In Attitude Charting % of population ResistorsInnovators Early Adopters Late Adopters Overall strategy is to define pockets of resistance and support

7. Get Buy-In Stakeholder Analysis for change NamesStrongly against Moderately against NeutralModerately supportive Strongly supportive  Who are the stakeholders?  Where do they currently stand on the issues associated with the change initiative?  Where do we need them to be in terms of their level of support?  Who are the stakeholders?  Where do they currently stand on the issues associated with the change initiative?  Where do we need them to be in terms of their level of support?

8. Get Buy-In TPC Analysis TPC refers to the sources of resistance typically found in change:  T echnical – people lack the skills or resources to change.  P olitical – people feeling threatened by change do not want to lose power, resources, decision making authority  C ultural – People resistant to change because it is different than what they do now and they feel the current ways of doing things are the best way. TPC refers to the sources of resistance typically found in change:  T echnical – people lack the skills or resources to change.  P olitical – people feeling threatened by change do not want to lose power, resources, decision making authority  C ultural – People resistant to change because it is different than what they do now and they feel the current ways of doing things are the best way.

9. Get Buy-In Source of resistance Definition causes of resistance Examples from our project Rating Technical  Habits and inertia  Difficulty in learning new skills  Lack of skills Political  Threats to old guard from new guard  Relationships  Power or authority imbalance or self preservation Cultural  Selective perception  Locked into old “mindset”  Afraid of letting go TPC Analysis Resistances to change

10.  Experience shows that successful SUSTAINED change is difficult to achieve without attention from the entire team  Every change initiative will compete for time, resources and attention  We often spend more time on the launch of an initiative rather than in its institutionalization  Experience shows that successful SUSTAINED change is difficult to achieve without attention from the entire team  Every change initiative will compete for time, resources and attention  We often spend more time on the launch of an initiative rather than in its institutionalization Making change last

11. Understanding Clear path forward Clear Continuous Communication Motivation/ energy Ability to adjust Reflection/ integration Ongoing support/ commitment Making change last Leading change Changing systems & structure

12. Profile on Change Process  The change process in outline consists of several steps. Experience shows that missing any of the steps results in failure.  As you work on projects you should plan and review your activities against this profile. To identify where you need to concentrate your leadership and to monitor the effectiveness of your plans.  On the graph following identify from 0 (no effort) to 100 (Perfection) how well you feel you have tackled each step on your project. Be prepared to discuss  The change process in outline consists of several steps. Experience shows that missing any of the steps results in failure.  As you work on projects you should plan and review your activities against this profile. To identify where you need to concentrate your leadership and to monitor the effectiveness of your plans.  On the graph following identify from 0 (no effort) to 100 (Perfection) how well you feel you have tackled each step on your project. Be prepared to discuss

13. Profile on Change Process 100 50 75 25 0 Leading Change Shared need Share Vision Make It last Monitor Progress Systems & Structures Get Buy In

14. Profile on Change Process 100 50 75 25 0 Lessons of Failure Total failure to engage others poor communication. Meetings forced, conflict of avoidance. Strong measurement system. People supplying misinformation and avoiding engagement Leading Change Shared need Share Vision Make It last Monitor Progress Systems & Structures Get Buy In

15. Profile on Change Process 100 50 75 25 0 Lessons of Failure Great ideas. Early enthusiasm. Great energy at the beginning Failure begins with lack of process, monitoring and planning so that little if any final impact Leading Change Shared need Share Vision Make It last Monitor Progress Systems & Structures Get Buy In

16. Plus and Delta  Plus and Delta is a very powerful way to measure your progress and that of the team  If you finish a project without using Plus and Delta you have missed a major opportunity  It is a way of encouraging open feedback. To do it well you need to follow the following pattern  Plus and Delta is a very powerful way to measure your progress and that of the team  If you finish a project without using Plus and Delta you have missed a major opportunity  It is a way of encouraging open feedback. To do it well you need to follow the following pattern

17. Plus and Delta  Draw the Plus and Delta Matrix on a Flip Chart/White board near the exit.  Handout Post-its  Ask people to write down their thoughts on the meeting(s) one per post it  Pluses are things they liked /enjoyed  Deltas are things which we should consider changing / improving  There are no negatives as we will use the Delta’s to improve  Draw the Plus and Delta Matrix on a Flip Chart/White board near the exit.  Handout Post-its  Ask people to write down their thoughts on the meeting(s) one per post it  Pluses are things they liked /enjoyed  Deltas are things which we should consider changing / improving  There are no negatives as we will use the Delta’s to improve

18. Plus and Delta  Before the next meeting read and respond to the individuals as best you can. Always thanking them for their feedback pluses and deltas. If there are many Post its. group the Post its together  Next meeting share with the group their feedback.  Thank them for their comments  Identify how you have/will improve  Seek agreement for ways in which the team can improve  Acknowledge their request to improve even if you cannot respond immediately  If you do not understand a Plus/Delta ask for more precise feedback  Before the next meeting read and respond to the individuals as best you can. Always thanking them for their feedback pluses and deltas. If there are many Post its. group the Post its together  Next meeting share with the group their feedback.  Thank them for their comments  Identify how you have/will improve  Seek agreement for ways in which the team can improve  Acknowledge their request to improve even if you cannot respond immediately  If you do not understand a Plus/Delta ask for more precise feedback

19. Systems and Structures

20. “If you do what you have always done, you will get what you have always got”  To succeed you have to make changes to the X’s or the process  Systems and structures are the true “levers for changes” and essential to making change last. “If you do what you have always done, you will get what you have always got”  To succeed you have to make changes to the X’s or the process  Systems and structures are the true “levers for changes” and essential to making change last.

21.  When the way we organize, train, develop, reward compensate, etc. is changed, we are likely to see the individuals behavior change  Successful changes usually require significant realignment of “organizational infrastructure”  Need to develop the capacity to change, not just the ability. “Can we build this change into our ongoing systems?”  When the way we organize, train, develop, reward compensate, etc. is changed, we are likely to see the individuals behavior change  Successful changes usually require significant realignment of “organizational infrastructure”  Need to develop the capacity to change, not just the ability. “Can we build this change into our ongoing systems?” Systems and Structures

22. 1. StaffingHow do we acquire/ place talent? 2. DevelopmentHow we build competence/ capability? 3. MeasuresHow we track performance? 4. RewardsHow we recognize/ reward desired behavior? 5. CommunicationHow we use information to build and sustain momentum? 6. Designing How we organize to support the change initiative? Organization 1. StaffingHow do we acquire/ place talent? 2. DevelopmentHow we build competence/ capability? 3. MeasuresHow we track performance? 4. RewardsHow we recognize/ reward desired behavior? 5. CommunicationHow we use information to build and sustain momentum? 6. Designing How we organize to support the change initiative? Organization Six aspects

23. Position of Least Resistance  Many projects will experience the Hawthorne or cockroach effect, whereby things improve because people are focusing on them  Once your team has met their goal and improvement efforts are redirected you should expect performance to deteriorate unless you have successfully changed the system y= f (x)  The Charter and Metric graphs are designed to monitor this effect  A system will tend to a state at which point it is under the least strain  When put under external strain the system will adapt to a new position  Once the external strain is removed, the system will tend to its original state unless the strain is enough to change the system  A system will tend to a state at which point it is under the least strain  When put under external strain the system will adapt to a new position  Once the external strain is removed, the system will tend to its original state unless the strain is enough to change the system

24. Changing Systems - Examples  New specifications  Changed attitudes towards acceptable performance levels  New priorities  New process description  New working practices  New measures and monitoring systems  Additional responsibilities  New business  New specifications  Changed attitudes towards acceptable performance levels  New priorities  New process description  New working practices  New measures and monitoring systems  Additional responsibilities  New business  New policies  New standard operating charts  New machinery / tooling  Redistribution of staff  New schedule  Making previous systems obsolete  Change in budget  New supplier  New software / forms

25. Changing Systems - Template 1. Team to identify how system is not working 2. Brainstorm changes 3. Solution Effect / FMEA 4. Adjust solution 5. Decide whether to pursue solution 6. Involve Champion and Process owner in decision 7. Prepare documentation 8. Train Pilot 9. Measure effectiveness of Pilot 10. Mistake Proof 1. Team to identify how system is not working 2. Brainstorm changes 3. Solution Effect / FMEA 4. Adjust solution 5. Decide whether to pursue solution 6. Involve Champion and Process owner in decision 7. Prepare documentation 8. Train Pilot 9. Measure effectiveness of Pilot 10. Mistake Proof 11. Review 12. Increase scope of pilot 13. Measure effectiveness 14. Formally change process in QMS 15. Identify level of conformance with new process 16. Eliminate previous process 17. Ensure that as new operators are introduced that they are trained in new process

26. Systems and Structures- Pitfalls Teams can fail by falling into two traps: 1. Trying to change systems outside their control Symptoms: Actions not completed Weak schedule Actions assigned to people outside the team 2. Not changing systems permanently: Symptoms: Failure to improve metric Lack of actions, documentation Lack of monitoring Teams can fail by falling into two traps: 1. Trying to change systems outside their control Symptoms: Actions not completed Weak schedule Actions assigned to people outside the team 2. Not changing systems permanently: Symptoms: Failure to improve metric Lack of actions, documentation Lack of monitoring

27. Systems and Structures  How to avoid pitfalls  Project Selection  Charter, Regular review of projects using metric  Ensure that you have the right team. Change it when necessary  Build trust so that people can be open  If you cannot overcome barriers with your Champion, then your project may not be achievable. Do not persist with projects that cannot succeed  How to avoid pitfalls  Project Selection  Charter, Regular review of projects using metric  Ensure that you have the right team. Change it when necessary  Build trust so that people can be open  If you cannot overcome barriers with your Champion, then your project may not be achievable. Do not persist with projects that cannot succeed

28. Systems and Structures  When your new system is introduced it will be judged on the basis of peoples  Values  Needs  Rewards  Accountability  When your new system is introduced it will be judged on the basis of peoples  Values  Needs  Rewards  Accountability  For larger projects you may need to adjust these  Start at the bottom and work up.  Each step ensure that your team is working within its charter and capabilities

29. Systems and Structures  In groups, pick one of the following problems and identify probable  systems and structures need to change  team composition  In groups, pick one of the following problems and identify probable  systems and structures need to change  team composition 1. Improve on time delivery of documentation 2. Reduce Inventory 3. Reduce overtime 4. Reduce DSO 5. Increase throughput

30. Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Leading Change – Part 2 Six Sigma Simplicity