Six Sigma Green Belt Accelerating Change 6 4

Six Sigma Green Belt Accelerating Change -6 -4 -2 0 2 4 6 1

Six Sigma Green Belt Moving Ahead Current State Transition State Improved State 2

Six Sigma Green Belt Change Management Model Leading Change Current State Making Change Last Creating A Shared Need Improved State Shaping A Vision Monitoring Progress Mobilizing Commitment Transition State Changing Systems & Structures 3

Six Sigma Green Belt Leading Change · Key Principle: A Champion or Champions who sponsors the change · Leadership Change Skills: Attention – Time – Behavior: “Walk the talk” Change Skills Enroll Others – Facilitative Leadership Skills – Inquiry – Win/Win Passion – Personal involvement – Is "known for". . . 4

Tools & Techniques Six Sigma Green Belt · Calendar Check: 1. Identify 4 -5 things you feel strongly about (at home or at work) 2. Check your calendar for the last 2 -3 months to see what % of your time is spent on those things you say are important to you 5

Creating a Shared Need Six Sigma Green Belt · Key Principle: The reason to change whether driven by threat or opportunity is instilled within the organization and widely shared through data, demonstration, demand or diagnosis. The need for change must exceed its resistance 6

Six Sigma Green Belt Tools & Techniques · SWOT Analysis: Strengths Opportunities Weaknesses Threats 7

Shaping a Vision Six Sigma Green Belt · Key Principle: The desired outcome of change is clear, legitimate, widely understood and shared 8

Six Sigma Green Belt Tools and Techniques · Bull’s Eye Chart Making a Vision Actionable Goal/Mission/Vision Mindset Behavior 9

Mobilizing Commitment Six Sigma Green Belt · Key Principle: There is a strong commitment from key constituents to invest in the change, make it work, and demand receive management attention 10

Six Sigma Green Belt Tools and Techniques · Key Stakeholders Map % of Population · Attitude Charting Early Adopters Innovators Late Adopters Resistors 11

Six Sigma Green Belt Tools and Techniques · Stakeholder Assessment Names Strongly Against Moderately Against Neutral Moderately Supportive Strongly Supportive · TPCF Analysis 12

Six Sigma Green Belt Tools and Techniques · Influence Strategy Stakeholder Issues/ Concerns Identify “Wins” Influence Strategy 13

Making Change Last Six Sigma Green Belt · Key Principle: Once change is started, it endures, flourishes and learnings are transferred throughout the organization 14

Six Sigma Green Belt Important Factors Leading Change Ability To Adjust Reflection/ Integration Understanding Making Change Last Ongoing Support/ Commitment Clear Path Forward Motivation/ Energy Clear Continuous Communication Changing Systems & Structures 15

Six Sigma Green Belt Tools and Techniques · Change Profile on Change Processes 100 75 50 25 0 Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment Making Change Last Monitoring Progress Changing Systems & Structures · Change Management Self-Assessment 16

Tools and Techniques Six Sigma Green Belt · Systems and Structures Worksheet Measurement Reward Staffing Development Org. Design 17

Monitoring Progress Six Sigma Green Belt · Key Principle: Progress is real; benchmarks set and realized; indicators established to guarantee accountability 18

Changing Systems and Structures Six Sigma Green Belt · Key Principle: Making sure that the management practices are used to compliment and reinforce change Changing Systems & Structures Involves Using/Modifying: · Staffing (How we acquire/place talent) · Development (How we build competence/capability) · Measures (How we track performance) · Rewards (How we recognize/reward desired behavior) · Communication (How we use information to build and sustain momentum) · Designing Organizations (How we organize to support the change initiative) 19

Six Sigma Green Belt Tools and Techniques · Measurement Assessment Making a Vision Actionable Mission/Vision Mindset Actions/ Behavior 3 4 5 A 6 7 8 A Existing Measures Which existing measures provide little or no information about any of the desired behaviors? Which desired behaviors cannot be reliably measured by any existing measure? If you achieve your desired changes, which existing measures will emit false signals indicating that performance is degrading? If an employee carries out each of the desired behaviors, what is likely to be the organization’s reaction? A = Reward or Approval B = Punishment or Disapproval C = No Reaction D = Impossible to Predict Existing Rewards More of: 1. 2. etc. Non-financial 1. 2. 3. etc. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 1. 2. 3. 4. 5. etc. 5 B How could we measure these desired behaviors? 1. 2. 3. 4. 5. etc. Less of: 1. 2. etc. Financial 1. 2. 3. etc. 8 A How could we reward the desired behaviors not now being rewarded? 20

Rewarding Performance Examples Action a. Coming up with and trying out new, untested ideas b. Exceeding your authority when necessary to get the job done c. Bending the rules when necessary to get the job done d. Violating the chain of command when necessary to get the job done e. Going along with the boss even when (s)he's wrong f. Always going along with the majority view g. Presenting your boss with an unpopular point of view h. Sharing information with other units and departments i. Keeping information from other units and departments j. Achieving your group's goals at the expense of other groups l. Setting very easy goals and then making them m. Maximizing short term bottom line at the expense of long term bottom line n. Spending money in the short term - that will pay off later o. Achieving your volume and budget objectives, but at the expense of product or service quality Six Sigma Green Belt Choice (1 – 4) 21