FRIDAY, DECEMBER 15, 2017
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Posts Tagged ‘Change Management’

‘People Complexity’ Can Require a Special Roadmap

The DMAIC toolkit is excellent for solving technical complexity problems. However, Lean Six Sigma tools are not as adept at helping solve problems of high 'people complexity.' The solution is an integrated DMIAC/change management roadmap.

7 Keys To A Change Deployment Process

Why is there so much variation in levels of success amongst adopters of change programs? The answer lies in the fact that most methodologies offer steps that are necessary to achieve success; they are neither sufficient nor exhaustive. This article explores some of the potential issues that need to be addressed during a change process that can make the difference between a successful and a not-so-successful deployment.

A Recipe for Continuous Improvement

With the introduction of continuous improvement in 2009, H.C. Starck has engaged and empowered employees on the shop floor, bringing about a culture shift and improvements in customer satisfaction, product quality, on-time delivery and operational profitability.

A-Gift from Quality

Quality tool books are full of terms, acronyms and charts that can make a non-quality professional faint of heart (some quality professionals as well). Here is a kinder way to remember the methodology.

Addressing Six Sigma Concerns From The Skeptics

Regardless of the red flags skeptics attempt to raise, Six Sigma is not a cult or a seventh-grade science project. Even the most ardent Six Sigma fans should view questions from skeptics as a chance to present evidence supporting the use of Six Sigma and change management techniques in healthcare. Six Sigma makes it easier for people to do the right thing by identifying and removing the barriers to excellence.

Basic Strategies for Avoiding and Overcoming Resistance

Every company runs into resistance that can slow down, or even rail, a new Lean Six Sigma initiative. That is why part of every executive's repertoire needs to be the knowledge, skills and tools to minimize the occurrence and impact of resistance.

British Study Finds Change Management Programs Average ROI of 650 Percent

According to the report from Changefirst, more than 40 percent of change managers believe at least a third of the financial gains could be attributable to change management activities alone. This means that, after nine months, for every £1 spent on change management these organisations were getting £6.50 as a return.

Building a Six Sigma Project Team

Following three simple rules can make the process of selecting and leading teams less painful and more successful.

Building the Foundation for Successful Change

After decades of initiatives being unleashed on unprepared organizations, good managers have learned that the correct foundation must be built to allow successful change.

Carefully Planned Kaizens Can Lead to Immediate Change

Organizations considering Kaizen events must be ready to make a commitment to change management by properly preparing attendees for the goals of the event, executing the event smoothly and implementing solutions in a timely and effective manner.

Catalyzing Change: A Turnaround Success

Given a dire situation, a change management process is clearly required. A haphazard attack on many issues can exacerbate the problem. Kotter's Eight-Stage Process of Creating Change was used as the guide to induce the re-invention of a team and business processes in this real-world transformation that saved a company.

Change Anything in Your Business or Personal Life [VIDEO] – With Ron McMillan

Ron McMillan is one of the authors of the book “Change Anything,” which introduces a framework to help you achieve any of your business or personal goals by: becoming a scientist, studying yourself, identifying crucial moments where you fail, creating vital behaviors, and engaging in six sources of influence.

Change Issues Facing Leaders: Sponsorship

When instituting change, choosing the right sponsor – organizationally speaking – determines whether that change will succeed or fail.

Combine an Improvement Initiative with Change Management

New to change management? This overview describes the phases of change management and how they line up with the phases of process improvement.

Controlling Change in IT Departments Using DMAIC

For IT departments, following a DMAIC roadmap for a process change request – such as the upgrading of databases and server hardware – can provide organizations with the necessary framework to ensure that all changes are made in the most efficient manner possible.

Converting Skeptics and Keeping Them On Board

Six Sigma has grown in popularity, yet it still has detractors. These skeptics are people who feel burdened by the disruption Six Sigma has caused in their work life. It is up to managers to face the skeptics and set the right tone for a deployment.

Culture Change at Cameron

Again and again, culture change comes up as one of the most important aspects of a successful Six Sigma deployment. Bringing the topic to the stage at the 2009 Energy Forum for Process Excellence was Stephen Tomlinson, vice president, operations support, for Cameron.

DC Electronics Uses Lean Six Sigma to Stay Competitive

The experience of DC Electronics – with just 325 employees – shows how small businesses can use Lean Six Sigma to better position themselves in the marketplace.

Developing Black Belt Change Agents

Black Belts and Change Agents should know how to survive 'Pity City' and the 'Valley of Despair.' Learn to navigate the issues associated with change and improvement projects from two experts on this subject.

Dispelling Several Myths About Leadership for Change

Successfully implementing Six Sigma requires leading and managing change effectively, controlling day-to-day operations and encouraging appropriate risk taking.

Don’t Let Sleeping Dogs Lie

Many years ago I worked in industrial security; I spent many nights patrolling an automotive assembly plant. During this time I would occasionally find flyers written by somebody who called themself the “Sleeping Dog.”

Every Reason That HR Should Be Involved in Six Sigma

Human resource (HR) professionals who have a background or education in basic project management have a clear advantage. Being well versed in an improvement methodology, such as Six Sigma, is even a bigger plus.

Evolutionary Change: The Molecular Model of Organizational Transformation

In order to make improvements, agencies must first go through organizational transformation. Only through evolutionary change of leadership behavior will they begin to see positive results from their efforts.

Free Workshop on Change Management for Houston Professionals

A free workshop for executives detailing the critical role of change management in a Lean Six Sigma deployment is scheduled for May 16 at the third annual Energy Forum for Process Excellence.

From Shelfware to Implementation

I often think about the losses corporations and government entities take on with initiatives that result in decorative shelfware (the unused products that sit on a buyer’s shelf). There must be millions of great ideas and intelligent business plans just sitting on shelves because of the lack of execution.

How to Improve Project Cycle Time

These 10 "just do it" items can help your organization speed up the rate of project completion and improve performance quickly.

How to Win Support for Continuous Improvement Programs and Projects

Gaining support to implement and sustain a continuous improvement program is an oft-voiced concern of Lean Six Sigma practitioners. Learn three keys for successfully gaining buy-in.

Improving Low-maturity Processes Takes Special Approach

Change agents often need to improve immature processes. These can be processes that are undocumented, uncontrolled or highly variable. To improve them, practitioners must first uncover the roadblocks keeping the process from reaching maturity.

Insights on Establishing Operational Excellence Program

In a conservation with iSixSigma, Gerald (Jerry) P. Belle, the executive chairman of Merial, and Dr. Silke Birlenbach, vice president of Operational Excellence for Merial, offer their insights on establishing a program of organizational excellence.

Is Your Organization Ready to Implement Six Sigma?

A successful Six Sigma implementation depends on a company's culture, and the commitment and conviction of its leadership. Identifying a few simple factors can help determine whether an organization is ready for a successful deployment.

It’s Not Common Sense…It’s a Sixth (Sigma) Sense

Some thought leaders in corporate America believe the answers to process improvement needs are obvious. Six Sigma proponents say if the solution is truly known, then by all means implement it...Six Sigma is for when the solution is not already known.

Keeping Up with Change: A Three Dimensional View

In today’s business world, change is the only thing that is consistent. To successfully implement change within an organization, it is necessary to consider several factors: the reason for change, its effects and the environment where it is made.

Lean Six Sigma Can Serve as a Change Management Tool

Lean Six Sigma will facilitate the changes that it requires, while also preparing users for other change initiatives within an organization. As such, a Six Sigma deployment enables, rather than impedes, simultaneous change initiatives.

Managing Change to a Continuously Improving Culture

Instead of rewarding those ready to change and discouraging those who fight change, organizations establishing a culture of continuous process improvement should focus on moving the largest group, the neutrals, toward supporting the change.

Managing Six Sigma Change Resistance

A critical component of any successful Six Sigma project is overcoming resistance to change. The reason: Without user acceptance, any process improvement is doomed to fail. Therefore, proper anticipation and understanding the approaches to various resistance tactics is essential to success.

Middle-out Change Is Difficult – But Doable

When top-down support is not available, mid-level executives who know the power of Six Sigma must take deployment into their own hands. With the right approach, training and leadership, middle-out adoption is possible.

Resource Page: Change Management

A successful change management strategy can be the most important aspect of a Lean Six Sigma initiative. iSixSigma has gathered its best resources on the topic here.

Safeguard Against Four Forms of Six Sigma Opposition

Practitioners typically encounter four types of resistance to Six Sigma: technical, political, organizational and personal. To resolve these negative forces, they must understand its root cause and then adjust their deployment strategies accordingly.

Six Anchors to Make Change Stick

Change, like anything, is a process. All processes must have components that anchor them in place. To make change stick, Black Belts should follow these six critical anchors.

Six Sigma in Sales?

Posts on the iSixSigma Discussion Forum reveal the common roadblocks for implementing Six Sigma in the sales department. However, the thread below also offers helpful tips for overcoming these obstacles.

Six Sigma Via Context

Some business documents are nearly meaningless due to lack of context. Every quality document should be fully self-contained or reference applicable context elsewhere. Learn more about adding context to your content to achieve exponential gains.

Standardize Processes to Make Change Stick

One method to approach change is to actively engage process owners. This can be done through the creation of standards for how a process is to be completed, using owner input. Once in place, they can lead to improved quality and reduced costs.

Start Now with 10 Keys to Successful Transformation

Here are 10 keys to successful transformation that have been embraced by highly successful healthcare organizations.

Storyboards Lend Structure and Discipline to Six Sigma

One broadly implemented element of Six Sigma project management that is often underestimated is the project storyboard.

Study Shows Physician Involvement in Improvement Projects Helps Sustain Changes

The American Academy of Family Physicians (AAFP) National Research Network and the American College of Physicians released a study in the Journal of the American Board of Family Physicians (JABFM) in September showing how including both physicians and non-physicians on process improvement teams can help better facilitate change management, according to an article by David Mitchell of AAFP News Now.

Success of Improvement Initiative Depends on People

Initiatives to improve business processes must be approved, understood and implemented by people. To be successful, a change initiative must not only advocate value-added processes, but also value workers for the ability to carry out these processes.

Sustaining Change Requires Focus on Stakeholders

A Six Sigma initiative – or any change process for that matter – is only successful in the long run if the stakeholders truly adopt and sustain the change. This requires planning and focus and should be an integral component of any deployment.

Sustaining Change with the SUCCESS Model

Sustaining change and building stakeholder engagement follows a model, known by the acronym SUCCESS, which stands for sponsor, understand, commit, connect, enable, support and sustain.

The Change Game: Engaging Exercises to Teach Change

By using simulations, exercises or games, practitioners can engage their learning environments and improve knowledge retention, skills and applications. The three games described here teach lessons about dealing with situations involving change.

The Hartford Hires Six Sigma Champion, Black Belt Eckerle as Executive VP

The Hartford Financial Services Group today announced that James Eckerle, 51, has joined the company as executive vice president, strategic initiatives and enterprise technology. In this newly created role, Eckerle will report to the company’s chairman, president and chief executive officer, Liam E. McGee.

The Merits of ‘Know-nothing’ Belts and Champions

Six Sigma deployment teams should be like a jury – unbiased. By employing Black Belts and Champions from outside the area that is being improved, organizations will receive a more objective, and, therefore, more helpful guide to process improvement.

The Role of Human Resources (HR) in Six Sigma

HR professionals with the right skills can contribute to a Six Sigma initiative at both strategic and tactical levels. This article describes the areas in which HR should play a role in Six Sigma and discusses how HR professionals can increase their chances of being included in Six Sigma decision-making and implementation.

The Six Sigma Cycle of Change

The Six Sigma cycle of change is hard to begin, but once the wheel of change is in motion it is easy to sustain. In other words, Six Sigma becomes a self-fulfilling prophecy.

Three Steps to Deliver Business Results

Strategy with no action is just an idea; action with no strategy is anarchy. This article explores the three essential steps, and common pitfalls to avoid, for achieving business results.

U.K. Study: Change Management Can Reap High ROI

A recent study from the United Kingdom found that expenditures on change management activities can reap huge rewards for relatively little cost, with a return on investment (ROI) as high as 650 percent. According to the report from British consulting…

Using the DMAIC Model to Achieve Buy-in

Actions within the five phases of DMAIC can help to overcome five common forms of resistance to Lean Six Sigma.

Why a Quality Management System in Service Industries?

Everyone tends to resist change, but companies that delay in establishing a quality management system will find they increasingly become less competitive and less effective in markets where customers demand trouble-free products and services.

Workshops Open Up 2011 iSixSigma Energy Forum in Houston

Three exceptional workshops opened up the third annual iSixSigma Energy Forum for Process Excellence, being held May 16-19 at the Westin Oaks Hotel in Houston. The workshops, attended May 16 by a host of leaders in the oil & gas…



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