Test Content Part 6.pptx

Control Phase • Once improvements have been made to the process, you want to ensure that they are sustainable. • Firstly, you need to monitor the targets and CTQs to make sure the implemented improvements actually have a positive result. • Once it is proven that the process improvements yield positi...

Control Phase • Once improvements have been made to the process, you want to ensure that they are sustainable. • Firstly, you need to monitor the targets and CTQs to make sure the implemented improvements actually have a positive result. • Once it is proven that the process improvements yield positive results, standards need to be changed to reflect the new process(es). • Finally, key inputs need to be monitored to make sure they remain within the control parameters set in the new process – Visual Management is best! 1 Did My Process Improve? • To answer this question, before and after comparisons need to be done. • Visual comparisons are the best way to illustrate results. 2 Did My Process Improve? 3 Update Standards • All SOPs and Work Instructions need to be changed to reflect new procedures. • If there are any changes to minimum inventory levels or kanban levels, these need to be updated in the system. • All training and training materials need to be updated for new worker orientation. 4 Visual Management Visual Management is a set of technics used on the workspace to detect abnormalities and immediately engage corrective actions Management Visual Organization Organization Birdhouse Birdhouse // flat flat board board Make Make aa daily daily meeting meeting with with the the team team about defined subjects (SMQDCP) about defined subjects (SMQDCP) Stimulate Stimulate problems problems escalation escalation with with WIN Cards / RR on problems (or WIN Cards / RR on problems (or suggestions). suggestions). Develop Develop teamwork teamwork Visual Management 5-minute meeting / TOP 3 (WIN Cards) 5 Visual Management 6 Monitor and Control • Control parameters should be clearly indicated. • Actions need to be taken if key inputs / outputs are outside of control parameters. 7 Control Phase Outcome • Achieved results should be clearly shown. • New standards should be created and documented. • Monitoring and controlling system should be put in place through Visual Management. • Actions need to be taken when key inputs are outside of control parameters. • Process control should now be returned to the process owner. 8 Change Management Michelin 9 TRANSFORMATION APPROACH 1 LEAN means culture change 2 Change Management 3 Implementation approach 4 Successful transformation approach by MICHELIN 5 From Change Agent to Lean Manager 10 11 Shop Floor Management naturally develops Leadership Excellence 6 1 KPI‘s and Visualization Process Confirmation 5 Structured Problem Solving 2 Leadership & Management Communication 3 4 Go & See 1 . 2 . Prioritization (Top-Problems) 3 Successful LEAN implementation relies on .management methods and behaviors 12 Successful LEAN implementation also relies on management methods and behaviors  Clear objectives and adapted competencies  SMART (Specific, Measurable, Achievable, Realistic, Time-bound)  Everyone empowerment  Performance follow up  Problem treatment closest to problem source 1 2 3   Visual management Proactivity at all levels  Shoop Floor Meetings (ReCo)  Problem solving tools  Team work + Gemba attitude (real place, real part, real facts)  Continuous improvement at all levels: problems are always an opportunity to learn and to progress 1313 14 Leadership & Management QRDM – Escalation Model Level 2 Management & Support Functions Level 1 Team, Team Leader     Assign actions Suport in problem solving Monitor progress of actions Check if root cause was detected Inform Level 3 Line stop Still for 60 min Inform Level 2 Line stop Still for 20 min  Record the problem by go to GEMBA  Solve the problem within your Team  If not posible escalate with clear description 5W2H Inform Level 1 Problem Line stops for 10 min Quick Response Level Level 3 Senior Management  Frequent control of open actions QR3 Level  Be involved in critical problems (safety, accidents, …)  Verify actions for new problems 15 QRDM, if you hear…  „ I always find the same problems ”  „ When a problem occurs, operators don`t no what to do ”  „ Our delivery lead time and service rate to the Client is not as good as expected ”  „ I have safety issues ” M D QR 1616 TRANSFORMATION APPROACH 1 LEAN means culture change 2 Change Management 3 Implementation approach 4 Successful transformation approach by MICHELIN 5 From Change Agent to Lean Manager 17 18 What do studies show us? 70% of organizational changes fail to achieve their objective * McKinsey & C. research 98% of changes considered as failures had a good technical solution * General Electric measure 19 Why Change Management is Important? Change Management Increases the Chance of Success New initiatives can impact the aspects of an individual’s job The success of initiative depends on how individuals in the organization accept and adopt these changes Source: Prosci, inc 2017 20 What do these brands have in common? Top 2 reasons Inability to Innovate Unwillingness To Change It’s not wrong if you don’t want to learn new things. However, if your thoughts and mindset cannot catch up with time, you will be eliminated. 21 Why Change? British naturalist known for his Theory of Evolution and the process of natural selection 22 Why Change Management is Important? SMALL CHANGE…. BIG IMPACT 23 THE BASIC OF CHANGE MANAGEMENT 24 24 A successful change: an equation taking the human factor into account QxA= E Quality Excellence Technical Strategy (Project / Process Approach, etc.) x Acceptance People Strategy (Change Approach) = Sustained Change 25 Illustration 26 The 6 foundations for a successful change management approach Change generates emotional reactions Changes take time A person is part of a system which influences their behavior We don’t all see the same thinks Be Lean Manager. Goes to the „Real place” To be an active player in the change is a preliminary conditio to comitement 27 1. Change generates emotional reactions I can't believe it ! c Sho k It’s not happening! I’m doing it. Denial Why me? It's not fair! I don’t want this! Anger Decision I can do this! Time Bargaining Stress Sadness Experiments & Trials I’d rather do something else… How am I going to do this? I’ll try… I can’t make it through this. Depression Acceptance I’ve got to do this. It's going to be OK. Change curve: Kübler-Ross 28 2. Changes take time Everyone needs time to: • Grieve • Develop a positive view of the change • Feel capable of implementing it • Integrate it into their everyday way of working 29 3. A person is part of a system which influences their behavior 30 4. We don’t all see the same thinks "My world is not the world" To learn the truth, we must put all the parts together "My world is not the world" 31 5. Be Lean Manager. Goes to the „Real place” "To serve others, first you have to know how to listen to them." *François Michelin 5. Observe and listen rather than trying to convince 32 6. To be an active player in the change is a preliminary condition to commitment Engagement relies on ownership. Involvement is a condition of ownership. Having an active role in the change is a condition for engagement 33 WHAT IS CHANGE MANAGEMENT? 34 34 What is change management? DO An attitude: listen, understand and involve Actions and tools organized using a methodological approach BE To create the favorable conditions so that people make their own decision to engage in the change and adapt their behavior 35 Change is a Journey… Not an Event. Technical side of the project Project Management Current State Transition Future State Change Management People side of the project 36 HOW CAN CHANGE BE MANAGED? 37 37 8. Institute Change in company culture 7. Sustain acceleration 6. Generate short-term wins 1. Create a sense of urgency The main opportunity 5. Enable Action by Removing Barriers Methodological approach 2. Build a guiding coalition 3. Form a vision and initiatives 4. Communicate vision / Enlist volunteer actor 8 Iterative steps 38 Methodological Approach CREATING A CLIMATE OF CHANGE SETTING THE WHOLE ORGANIZATION IN MOTION Levers & Tools Objectives At Management level 1. 2. Create a Sense of Urgency Build a Guiding Coalition A leader and team who are aligned around the same need to change SWOT Threats and opportunities matrix Stakeholder map Throughout the organization 3. 4. Form a Communicate Strategic Vision vision for buy-in / & Initiatives Enlist volunteer actor A vision which provides meaning which everyone takes ownership of S.U.C.C.E.S.S In/Out of Frame More/Less "15 words" Elevator Speech 5. Enable Action by Removing Barriers A defined change management plan Impact analysis Change Event 6. DEPLOYING AND ENSURING THE SUSTAINABILITY 7. Sustain Acceleration Generate Short-term Wins The first results or observables of success are visible 8. Institute Change in company culture New ways of doing things and behaving Steering and updating of the change management plan Pulse check 6 levers for change Communication Training Support to operational staff Detailed description of the target Managerial commitment Human Resources 39 CREATING A CLIMATE OF CHANGE 1 - Create a sense of urgency 40 40 Why is this important? To ensure adequate mobilization and set things in motion  Create a sense of urgency: each person must feel that the current situation is unacceptable  If not, as soon as the first obstacles appear, many people will quickly find reasons not to make an effort Why Change Now? 41 A tool that can be used in this step SWOT Threat & Opportunity Matrix * Short and Long Term span are specific to the project 42 Establishing a sense of urgency: Example CHANGE OF MICHELIN BRAND IDENTITY In our fast-changing world, the Michelin group has made its Strategy to sustainably enhance the mobility of our customers and “giving people a better way forward” To make the Brand more accessible and customer-friendly 43 CREATING A CLIMATE OF CHANGE 2 - Create the guiding coalition 44 44 Why is it important? One single person cannot lead the Change / transformation  Identify Key Stakeholders and build a TEAM to drive the change  Gain their involvement and commitment 45 The right questions to ask Who are the key people in carrying out my change successfully? What is the position of these people with regard to the change? What is the ally strategy?  How do I mobilize and coordinate my coalition?  How do I influence and sway those who are undecided?  How can I limit the negative influence of the opponents? 46 7 Types of Powers Legitimat Legitimat e e Power Power Coercive Coercive Power Power Expert Expert Power Power Informatio Informatio nal nal Power Power Positon / Role / authority Threat / ability to punish Knowledge and skills Ability to access to specific information Connecti Connecti on on Power Power Relationship with influential people Reward Reward Power Power Rewards, promotion Referent Referent Power Power Role model, Charisma 47 Creating the guiding coalition 4 STEPS TO BUILD YOUR ALLIES’ STRATEGY 1 2 Estimate the level of synergy and antagonism for each actor Synergy Synergy Antagonis m Antagonis m 3 Position all actors on the stakeholders’ map 4 Define the allies’ strategy for each actor and /or type of population Adapt / combine the appropriate management modes Each actor can combine both synergy and antagonism towards a same project 48 Example How do I mobilize and coordinate my COALITION? /Aligned /Undecided How do I influence and sway the PASSIVES and WAVERERS? How can I limit the negative influence of the OPPONENTS, and MUTINEERS? 49 CREATING A CLIMATE OF CHANGE + SETTING THE WHOLE ORG IN MOTION 3 - Form a vision and Initiatives 4 - Communicate the vision 50 50 Why is it important? To provide meaning and inspiration To unite and mobilize energy To steer efforts in the right direction Clarify how the future will be different from the past and how you can make that future a reality through initiatives linked directly to the vision. Where are we now? Where do we want to go? How will we get there? What do we need? The story of the stonemason Stonemason = a person who cuts, prepares, and builds with stone 51 The right questions to ask S.U.C.C.E.S.s to develop a vision: Simple "Is the vision simple to express and remember?" Unexpected "What is likely to attract and keep people's attention?" Concrete "What is the concrete element that will make the vision understandable and steer the action?" Credible "Which facts will lead people to believe in it?" Emotional "Does it make people want to take part and spur them into action?" Story "How can each part of the vision be told as a story?" 52 Example of Vision We Care About Giving People a Better Way Forward Empower people through great software anytime, anyplace, and on any device. Capture and Share the World’s Moments To create a better every-day life for many people 53 Tools which can be used in this step to help to formulate the project vision as a team More/Less More... Less... 15 words DEFINITION OF THE PROJECT DEFINITION OF THE PROJECT DEFINITION OF THE PROJECT    Actions/Behaviors In/Out of Frame In the frame Out of frame Elevator Speech      What is our project about? Why is it important ? What will the success look like? "Here’s what we need from you... " "Here’s what you can count on from me ..." 55 SETTING THE WHOLE ORGANIZATION IN MOTION 5 – Enable Actions by Removing Barriers 56 56 Why is it important? Setting the whole organization in motion Remove obstacles to change  Cultural  Political  Technical Empower through action 57 Which Group is the Most Resistant to Change? Executive Manager Senior-Level Manager Middle-Level Manager Front-Line Supervisor Front-Line Employee Others 5% 12% 37% 16% 24% 6% Source: Best Practice in Change Management 2012 Edition. Prosci Inc, 2012 58 Addressing Resistance Change must be led and managed by staff within the impacted organizations 59 ADKAR Model Individual change model developed by Prosci that represent the 5 milestones an individual must achieve in order to change successfully. 60 Change Management Styles supporters Victim Survivor Adapter Master 61 An approach that can be used in this step Impact analysis Levers for change Change plan AS-IS SITUATION POPULATIONS AFFECTED Proces s/ Organi zation  Which populations are affected by this change: • • • • Operating staff? Managers? Customers? Support departments? • Suppliers? TO-BE SITUATION  Description of the  Description of future situation the current situation The questions you should ask yourself:  What is changing? * The mission, the aim, performance?  How is it changing? * New organization, different ways of working, new tool, need for new expertise, induction of new behaviors? IMPACT FEELINGS  Description of the competency and/or organization gap  Population's acceptance of the change  Gap in terms of hard/soft skills: • • • • Tools Working methods Job skills Behavior  Organization gap: • • • Modification Creation Elimination  What is the perception of change seen by the affected populations? • • • • Positive (+) Neutral (-) Negative (-) Description of feelings 62 An approach which can be used Impact analysis Description of the 7 types of impact: Hard and soft skills Tools Way of working Job skills Behavior Necessary upgrade or change of tools: Þ in order to perform the activity Þ offering new functionality Þ Change in operating principles among different departments Þ Change in governance bodies Þ Modification of jobspecific practices Þ Change in attitude required to complete the mission Modification Creation Elimination Þ Changes to roles and responsibilities (RACI) Þ pooling, etc. Þ Increased or decreased workload, etc. Þ Creation of a new job (e.g. Business Partner Controller, etc.) Þ Creation of a structure (e.g. CESP in the MBS) Þ Elimination of a job Þ Elimination of a structure (e.g. sales admin. team in sales areas) Þ Mindset Organization 63 Impact analysis Levers for change Change plan General aim of the 6 levers for change: Communication Commitment from the management Detailed description of the target  Explain the meaning, reassure, highlight the project progress  How to mobilize and use the managers to: • Support the change • Change behaviors  Detailed description of processes  Way of working, rules, and organizations (job description, RACI, etc.) Training  Provide the ability to do: • Skills Support to operational staff  Ensure the skills acquisition of operational teams  Ensure the change persists after the project Human resources  Handling organizational impacts: • Social communication • Recruitment • Mapping • Local procedures and related timing 64 Impact analysis Levers for change Guideline for levers for change to activate according to the identified impacts: Communication Training Human Resources Managerial commitment Detailed description of the target Support to operational staff Tools XX XX X X X - - XX X XX X X X Way of working X XX - - XX X XX X Job skills XX X XX X X X - XX X XX X X Behavior XX X X XX - XX X X X - X Modification XX X X - XX XX X XX X X X X Creation XX X X X XX X X XX X X X XX X X XX X X X XX X X X Elimination XX X X - XX X X X XX X X - - Organization Competency Type of impact x - Not applicable Insignificant benefit xxxxx Vital 65 Populations Levers COMMUNICATION MANAGERIAL COMMITMENT DETAILED DESCRIPTION OF THE TARGET RACI TRAINING lever SUPPORT TO OPERATIONAL STAFF HUMAN RESOURCES lever 66 COMMUNICATION Lever • 48% of employees prefer to hear communication about the organizational need for change from CEO • 69 % of employees prefer to hear communication about how a change affects them personally from N+1? A few key factors for success:  Be informative, simple & transparent  Communicate regularly but always with content  Change communication focused on people  The manager's role is fundamental: how can we help him/her?  Encourage viral communication 67 MANAGERIAL COMMITMENT lever Change Events Situational Current Current situation Outcome focused Relatively quick Future situation Transition Experience Psychological process based The manager's role is to support their team members' personal transition To do this, they use the Bridges model which describes 3 phases of individual transition Gradual Same destination, different process 68 DETAILED DESCRIPTION OF THE TARGET lever Why is it important?  To help people to plan ahead  To define a reference framework appropriate to the change to come A detailed Target (TO-BE) is a combination of:  The definition of Target processes  The creation of Target organizations (organization chart, sizing, etc.)  The formalization of roles and responsibilities (RACI)  ... And the description of ways of working f nt o e m ge lve nvo ncoura i e oe e th ritiz staff t o i r g n P atio ratin ope mobiliz r thei Scope and process map (WHAT) Way of working (HOW) Target organizations + Roles & responsibilities (WHO) 69 RACI RACI is used to clarify roles, responsibilities, and authority within teams or among people involved in managing or performing processes R Responsible A Accountable C Consulted I    The person who is assigned to do the activity The person who makes the final decision The person who must be consulted before a decision or action is taken Informed  The person who must be informed that an action has been taken 70 TRAINING lever How should a training need be expressed? Project  Define the need: context, business challenges, expected changes?  Why create this module? Training system  Training tools? Evaluation method?  Organization constraints? Target population  How many? Which profile? Training objectives  What type of competencies to develop?  What change would you like to see? Budget and available resources Schedule The expression of need step always ends with a question: Are there any other levers which are more appropriate to my need?    Management action? Managers can support training & coaching, not only class room training Adaptation of the organization, a business process, or operating procedure? Communication/Information? 71 SUPPORT TO OPERATIONAL STAFF lever Why is it important?  Secure the "Ramp up" phase to "marche courante"  Transfer knowledge from the project team to operating staff  Support future users (e.g. use of a tool) The key players for successful support: KEY USER Hands-on help from an "experienced" or specialized user in a field COACH Individual support and help from experts: • Local person at operational level • Member of the centralized project team • Current position holder, if a relocation situation 72 HUMAN RESOURCES lever Why is it important?  To support the populations concerned by organizational impacts (significant change to conditions for performing their role)  To anticipate and integrate positive employee and labor relations In which case do we require SP involvement?  Position creation: job code reporting and weighting of position and staffing  Position elimination: • •  If individual: support individual mobility If collective: local work rules may be a factor Modification of a key element of the essential job requirements (location, compensation, working hours or duration, qualification) 73 DEPLOYING AND ENSURING THE SUSTAINABILITY 6 - Generate short-term wins 7 - Sustain Acceleration 8 - Institue Change in culture 74 74 Methodological Approach CREATING A CLIMATE OF CHANGE SETTING THE WHOLE ORGANIZATION IN MOTION Levers & Tools Objectives At Management level 1. 2. Create a Sense of Urgency Build a Guiding Coalition A leader and team who are aligned around the same need to change SWOT Threats and opportunities matrix Stakeholder map Throughout the organization 3. 4. Form a Communicate Strategic Vision vision for buy-in / & Strategy Enlist volunteer actor A vision which provides meaning which everyone takes ownership of S.U.C.C.E.S.S In/Out of Frame More/Less "15 words" Elevator Speech 5. Enable Action by Removing Barriers A defined change management plan Impact analysis Change Event 6. DEPLOYING AND ENSURING THE SUSTAINABILITY 7. Sustain acceleration Generate Short-term Wins The first results or observables of success are visible 8. Institute Change in company culture New ways of doing things and behaving Steering and updating of the change management plan Pulse check 6 levers for change Communication Training Support to operational staff Detailed description of the target Managerial commitment Human Resources 75 Generating short-term wins Why?    Provide Evidence : The change becomes tangible only through the initial results Movitate people & Reduce resistance A period of 6 to 10 months is a maximum for displaying the initial tangible results Key questions  How to avoid the tunnel effect?  Which quick wins are likely to create momentum for change?  How am I going to communicate about this? A short-term win must meet 3 criteria: 1. 2. 3. How? Create short-term target / small milestones Select outstanding actions/results Communicate even if the result is not perfect Its success must be unambiguous It must be visible throughout the organization It must be clearly related to the change effort 76 Change Management is a Dolphin, not a Whale 77 Sustain Acceleration Why?  To maintain the momentum for change Consolidate gains and produce more change  continue until you reach your objectives / vision How? Manage the implementation of actions planned in the change management plan Measure ownership: pulse check (survey) Continue to identify quick wins and launch new projects Highlight success stories of short term win 78 A tool which can be used: Pulse check Completely Rather agree agree 4 3 Rather disagree 2 Totally disagree 1 Willingto g llin i W Readyto 1. I understand the logic and stakes of [PROJECT TITLE] y ad Re 2. I understand the aimand benefice of [PROJECT TITLE] The implementation of [PROJECT TITLE] is leaded by the Management Teamin my Entity/Team The Pulse Check is presented in the form of a questionnaire including 15 closed questions. I feel that project teamhave all means (tools, travel budget, time,…) enabling them to succeed in the implementation of [PROJECT TITLE]  Ready: level of recognition of the need to change 4. Managers’ commitment and involvement are clear and visible.  Willing: level of subjective willingness to make the necessary changes  Able: feeling about the ability to successfully manage the change  Confident: feeling of confidence about the final impact of the project 5. I aminvolved in the project and its implementation The target organisation and [PROJECT TITLE] improvement will have a global positive added value My interlocutors are ready to set in place [PROJECT TITLE] 8. I have received enough information about this project and on what is needed to achieve it. le Ab Able to 9. The resources for the success of the project are allocated. 10. We have the necessary leadership to implement the changes A "Comments" field is used to collect qualitative comments. 11. My manager helps me to achieve the project and to allow the transition towards new working methods. The implementation of [PROJECT TITLE] is properly managed in order to achieve the business ambitions. Confident Co nt de fi n 14. The project has or will have a direct positive impact on me. 15. I trust in the future organization and the evolution of the working methods to take up the future challenges. 79 Institute Change in the company culture Why?   To make a sustainable change, new practices need to be anchored in the culture. New values can only be established if they are based on new ways of doing things which have proven to be successful How? Empower the Management & Team Set up a new way of working or standard Communicate and encourage using a success stories 80