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Oct. 2014 - Meeting Summary - Transformational Change

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Category: Meeting Presentations
Published Date Written by Sandra Carruthers-Terry

Achieve Transformational Change in Your Organization

Our October meeting was a joint event with APICS and ASQ memberships. Always a great presentation, Denis Devos shared with us the key elements for how his client was able to successfully implement significant change within their facility and maintain the gains. We have captured the key notes from Denis’ presentation to highlight the specific key change management principles that made this transformation successful.
 
 
 
 
 
 
 
 
Issue Goal Key Principles For The Change Management Success
A Compelling Reason To Change:
Future at Risk - Performance KPI scores lowest across their division, long term viability of plant.
Define The Vision To Be Achieved:
Vision: To be best in the division in 3 years,
Vision: To be proud of the plant cleanliness
Vision: Teamwork of shared success
Vision: Customer Focus- Internal / External
Vision: Culture of Common Values
Vision: Atmosphere of Continuous Improvement - Challenge the norm and constantly ask “Why”
Change starts with the top manager and flows down to all managers and employees
Leadership needs to be front and centre with the employees each and every day
Create a compelling vision and common purpose – communicate a clear and consistent message constantly.
Engage Union as Partner.
Build the right team, demonstrate and hold accountability across all levels
100% commitment by everyone - engage employees in the activities, even if it slows progress
Lots of pats on the back- be relentless in rewarding the proper behaviours “what gets rewarded gets repeated”.
Determine relevant and specific KPIs – Lean Activities must be tied to measurable improvements in processes.
Teach lean tools as they apply to each rapid improvement event – don’t teach the tools for their own sake.
Ask ‘why not’ and advance toward the opportunities.
 
2014_Oct_meeting
 
Steps Taken To Achieve The Successes
Change Management Techniques
Bond the Leadership, Union Team and all employees. Create a compelling vision and identify values, involve everyone to develop trust and team bonding with shared vision of the future and why it needs to be achieved.
To introduce change and create a unified direction use short duration Kaizen projects that are specific and linked to the improvement goals identified. Sustain these improvements by keeping focus, accountability through layered audits.
Identified the new Big 5 priorities that directly aligned to where the company needed to be, set targets and due dates
1. Safety – achieve zero
2. Delivery – increase to 98%
3. Material Loss – to 1%
4. Meet Cost Targets
5. Scrap/Salvage – Reduce 40%
Having clear measurable objectives is the Key to Lean Transformation
Quick wins help show successes and gain momentum – must align to the priorities
Have employees figure out the solutions, even if it doubles the amount of time. This allows buy-in, better ideas, a more full understanding of how the changes impact other processes. It develops employees and gives them confidence and knowledge.
Hold frequent meetings with all employees to reinforce and repeat the same message.
Create the new culture by focusing talks on the new successes, not on the old issues, Change the culture and culture stories by repeating the new successful stories and guiding employee conversations in the positives.
Be sure to make expectations clear across all levels, departments and each employee
Provide winning conditions and hold people accountable for results.
Be relentless in rewarding the proper behaviours being see “what gets rewarded gets repeated” consider gift cards to the individuals and show case these examples in the regular communications to the employees, have others recognize examples and reward so it’s not just the plant leader, but all leaders, supervisors and employees looking, seeing, recognizing and rewarding. Create positive stories and conversations.
Early scepticism was expected and was made part of the plan through small group meetings with supervisors, they prepared answers and action for the tough questions such as “why it will work ‘this’ time”.
They addressed the shift to shift varying practices through the creation of standardized work and auditing for compliance and opportunities and explained ‘the why’ so all employees could understand why the changes were occurring. Because the employees participated in the creation of the standardized work instructions, buy-in would be easier and the impact to next operation(s) was considered.
Accountability
Deliberately create new positive experiences to drive the new beliefs. The reinforcement of the new beliefs and experiences (stories) drives the right behaviours (gift cards, public recognition, every morning asked for examples of their 7 values being demonstrated by employees).
This helps create a personal commitment to achieve the goals, incorporate the new beliefs and develop personal commitments in achieving goals.
Continue to reward positive behaviour and that asking for help when required is a good thing Now understand:
See it – see the issues to be resolved   Own It- personally invested.
Create the desire to ask “What More Can I Do?” and the understanding that “It’s not my fault – but it is my problem” and I’ll address it. Through positive behaviour reinforcement, create environment of cooperative accountability and internal desire to achieve goals and help other departments/employees be successful – help set the next department/person up for success. Created environment for people to ‘see the issues to be resolved, to see how they play a part in this and own aspects of it through being emotionally invested in the mission and priorities of the organization, created a mechanism to help people solve the issues and obtain help which then developed trust in the organization now that follow through and commitment across the organization at all levels is being consistently demonstrated and counted on.
Communication
Beginning with leadership team increased communication by leveraging the sense of urgency, common purpose and supporting by providing knowledge such as lean workshops and lectures on how others have successfully moved through these issues.
Used the 8 Wastes to develop plans and strategies to move each department toward the 5 Big Goals and identified strategies for how to maintain the momentum to completion, and how they would overcome obstacles along the path.
Set out rules and expectations of what an accountable organization looked like, acted like and measured on.
Small scale, specific Kaizen events tied to the Big 5 helped create momentum and confidence
Posted large board to layout the plan, kept it up to date with progress and comments.
Maintain the Gains, Use Layered Audits, Enforce Accountability, and Post Progress for all to see. Create standardized work so everyone understands the process and work instructions to be followed.
Continuously audit the standardized work through layered audits to maintain the gains made and to adjust where required. Stay on top of the gaps found and close off with solid corrective actions. Teach the corrective actions to employees and leadership.
Balance out the employee involvement so many employees are participating not just a small common few.
Don’t teach lean tools for the sake of teaching lean, always ensure the tools chosen align specifically to the goals and needs of the organization.
Mandatory morning stand ups to discuss Big 5 status, review of open items and next steps, hold accountability.
Use monthly tracking charts, to do lists with responsibilities and dates reviewed regularly, add more only when the past gains are sustained.
 

In Summary – Key Change Management Techniques Used

  • Create a compelling vision, common purpose  and sense of urgency
  • Engage Union as Partner.
  • Leadership to be front and centre with the employees each day.
  • Communicate a clear and consistent message, constantly.
  • Emphasize accountability and monitor through layered audits.
  • Engage employees in the activities, even if it slows progress.
  • The Change must be tied to measurable improvements in the processes.
  • Change the culture by spreading encouraging new behaviours every day.
  • Change starts with the top manager and flows down to all managers and employees.
  • Build the right team and demonstrate and hold accountability across all levels.
  • 100% commitment by everyone – with leadership leading by example every day.
  • Lots of pats on the back- be relentless in rewarding the proper behaviours “what gets rewarded gets repeated”.
  • Determine relevant and specific KPIs.
  • Teach lean tools only when they apply to a process improvement.
  • Ask ‘why not’ and advance toward the opportunities.
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