For Lean and Six Sigma projects a central question should always be “how do we sustain this change?” Sustainability is a major part of all the major change models but is often the easiest to neglect. This session will engage the participant in building a Sustainability Plan, a key tool to ensure the change is anchored and embedded in the organization. Through three case study examples of changes at the three major change levels -transactional, organizational and transformational – the participant will gain the knowledge to create and execute an effective change plan.
During this session examples will be given for each component of a sustainability plan:
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: How to identify and execute consistent and effective ongoing measurement and results reporting to track progress and ensure sustained results • Performance Management: 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
The following questions will be explored, and tools for finding answers will be provided:
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?
At the end of the session the user will have a template for creating a sustainability plan and will have been provided tools to successfully execute the sustainability phase of a change.
Learning Objectives 1. Assess the role of sustainability in the major change management methodologies and apply to lean and six sigma projects. 2. Facilitate the sustainability phase of change management. 3. Compose a sustainability plan.
Leading Teams: Conflict for Innovation and Change” by Carolann Wolfgang, Marilyn Monda and Lukas Cap.
The Human Development and Leadership Division is one of those divisions that I don’t get. Not because I disagree with the content, it’s just I don’t get what makes it different from the Quality Management or Team Excellence Divisions. This presentation by three of the member leaders didn’t make that any easier.
This workshop was an attempt to blend a few concepts, such as powerful questions, human explorers and curiosity types together and build a tool kit for team excellence. As such it wore its source material on it’s sleeves and skipped a few spots. A few specific observations:
The powerful questions are good
Why does this [point] matter to you?
What outcome would make it a success for you?
Is the way you think about the conflict useful, realistic or accurate?
What events or choices led to this conflict?
What other courses of action can you think of?
What if this obstacle was removed?
What is behind that thought, resistance or idea?
What are the priorities right now, in this conflict?
Using the Five Dimensions of Curiosity is very interesting. I think it can benefit from more thought on problems and how different curiosities lend themselves to different types of problems.
“System Transformation – Your role as a Lean Leader” by Erin Christiaens and Jaret Moch.
Super high level review of lean transformations and lean leadership. I find these workshops valuable to check-in against and hear what people are saying. Plus the rest of the 3 pm workshops didn’t engage me.
Focused almost exclusively on lean leadership standard work. Gave a few nice templates, and I do like workshops that give templates.
It is fascinating to hear people on different levels of the lean journey, or frankly any quality culture transformation. It is one of my favorite parts of attending conferences.
Afternoon Keynote – Tricia Wang
Praising statistical analysis at a quality conference is a good crowd pleaser. Way to bond with the audience.
Troubleshooting: A reactive process of rapidly fixing abnormal conditions by returning things to immediately known standards. While beneficial in the immediate term this approach often fails to solve the problem’s root cause.
Gap-from-standard: A structured problem-solving process that aims more at the root cause through problem definition, goal setting, analysis, countermeasure implementation, checks, standards, and follow-up activities.
Target-state: Continuous improvement that goes beyond existing levels of performance to achieve new and better standards or conditions.
Open-ended and Innovation: Unrestricted pursuit through creativity and synthesis of a vision or ideal condition that entail radical improvements and unexpected products, processes, systems, or value for the customer beyond current levels.
Art Smalley is a well known Lean expert, and this book definitely grows out of the wisdom and is a pretty good read. He shares the strengths and weakness of each problem solving technique providing many points of introspection, such as the questions at the end of each chapter and excellent illustrations.
This book provides s a framework, a mental model, to effectively approach and assess a situation in order to seek and bring the appropriate kind of thinking to calmly, confidently address the problem at hand.
In many ways this book was my favorite quality book of 2018. I think it could serve as a valuable primer and I’m contemplating how to use it for internal training this year.
Good advice from Johanna Rothman on conference proposal writing.
Giving back to the profession, sharing best practices and lessons is an important part of being an ethical practioner, and also a great way to build your career. Preparing and speaking at a conference is also a great way to build connections with the material and to stretch in order to build expertise.
If you plan on being at the conference, let me know. I always enjoy sitting down with colleagues and chatting.
This topic unites three of my passions: change management, knowledge management and continuous improvements.
One of the key parts of any change stemming from a project is preparing people to actually do the work effectively. Every change needs to train and building valid and reliable training at the right level for the change is critical.
Training is valid when it is tied to the requirements of the job – the objectives; and when it includes evaluations that are linked to the skills and knowledge started in the objectives. Reliability means that the training clearly differentiates between those who can perform the task and those who cannot.
In this session we will take a risk based training approach to the best outcome for training. The following criteria will be examined and a tool provided for decision making:
Is a change in knowledge or skills needed to execute the changed process?
Is the process or change complex? Are there multiple changes?
Criticality of Process and risk of performance error? What is the difficulty in detecting errors?
What is the identified audience (e.g., location,size, department, single site vs. multiple sites)?
Is the goal to change workers conditioned behavior?
Armed with these criteria, participants will then be exposed to specific training tools to enable quick adoption of the training:reader-doer, pre-job briefings, and structured discussions. Advantages of each method, as well as common mistakes will be evaluated.
Knowledge management as a key enabler to lean improvements will be examined. Participants will gain an understanding of how to draw from their organizations formal and informal knowledge management systems, and gain an understanding a tool to ensure results of a lean project feedback into the knowledge management system.
Participants will leave this training with the ability to execute decision making around providing successful training for their lean projects and ensuring that this deepens their organization’s knowledge and the ability to apply that knowledge in the future.