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Managing Change in the Organization

Six Sigma – iSixSigma Forums Old Forums General Managing Change in the Organization

  • This topic has 12 replies, 13 voices, and was last updated 17 years ago by Lass.
Viewing 13 posts - 1 through 13 (of 13 total)
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  • #37767

    Marsha
    Participant

    Can anyone help with the following change management issues?  I’d love to hear about similar experiences: 
    1.) Champion is somewhat uninvolved, team member is excited but doesn’t have the push/drive to get other process owners excited.  Any ideas?  These folks don’t care about the $$ savings or the proof, etc.
    2) Process owner didn’t want the project to happen — feels like he is working to solve the problem already.  Champion selected project and somehow, as a BB, I have to win him over.  Ideas?? – Marsha
     

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    #111867

    Johnny Guilherme
    Participant

    Marsh
    I am busy trying to establish a process improvement drive at my company. I know I will confront same or similar issues to what you have described. Would love to hear what others have to say on this issue.
    Johnny

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    #112253

    sathish chandran
    Member

    There is no unique solution which can act as fix for these issues. As far as my experience goes, i have handled it the following way.
    1) Speak to them and find out why they are not owning it up. usually u will get a set of answers like no time, work pressure, etc…. may be some time there is a possiblity of u getting what he / she wants.
    2) you job is to find out correctly, what benefit would the champion / process owner get if they solve the problem using six sigma.
    3) Articulate the benefits and win people. you must use the soft skills of people management.
    4) Motivation is key to all these. The only reson people get detached from initiatives are that there is not consistant motivation.
    5) The wants and needs of champions and process owners would change just like any other person. So BB should capture that and try to address it with the help of management within the company policies.
    hope i was able to communicate clearly
    regards
    sathish

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    #112255

    melvin
    Participant

    I’d meet with the Champion and the Process Owner to discuss the project.  We have moved to having both sign off on the project definition at the start of the project in order to start creating the case for change from the very start.  It’s surprising how little of this discussion will take place without the Project Leader forcing the issue.
    There are a lot of issues to get into the open from the very start & a joint meeting can clear up a lot of them.  If you can’t get some agreement at the start, than you are unlikely to succeeed.
    Bob
      

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    #112265

    howe
    Participant

    You need (NEED) top management support and committment. Hopefully this is not a situation where upper management “thinks” SS is a good idea without further involvement.
    Perhaps an employee meeting is needed so that upper management can get the point across that it will be a requirement and that there will be accountability for results!
    If this message is not being conveyed,nor will not be conveyed,seek employment elsewhere. You do not need to spin your wheels in an organization that is only paying lip service to SS and continuous improvement.
     
    Mike
    Mike
     

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    #112266

    Deanb
    Participant

    Marsha,
    Frequently Campions are also bosses of the same people, and can be tempted to use 6s as a weapon: “if you do not do what I ask I will make your area a 6s project!” You might ask, “why would anyone see 6s as a negative or a form of punishment?”
    During Fred Taylor’s era of Scientific Management in the early 1900’s, academics frequently documented that when engineering specialists intervened to define and control workplace processes, often the more capable and independent workers lost their ability to define and control their own processes-and work life, a major source of job satisfaction, resulting in dramatic reductions in job satisfaction. Does this occur in 6s? It can and does, and this is why the Champion’s job is so vital.
    All interventions have risks and rewards posing a basic governance question: “at whose benefit and at whose expense does this project operate?” The answer simply cannot be “for the benefit of the company’s bottom line and at the expense of the process owners,” or you will have a very negatively viewed program. 
    Unless the benefits outweigh the expenses for all involved, passive or outright resistance sets in making change management very difficult. You can try to “win” your process owner by finding “benefits”, but the real solution is for your Champion to create comensurate risks and rewards for the process owners and all involved. Good luck.

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    #112270

    malverson
    Participant

    Hello,
    I am not sure where you are getting your orders to work on this project, but if you can … take your bat and ball and go play somewhere else. You will WASTE a lot of time trying to get them to support you … when you could be working on another project in another area.

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    #112272

    Traub
    Participant

    Marsha,
    How will the team members benefit (directly)- work load will be lighter, work will be simpliefied?  Find the benefits that will directly affect the team. What drives the team members- (their hot buttons)-what things will rally the team?
    Ellyn S. TraubExecutive Coach, Six Sigma Green Belt http://www.hpleadership.com

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    #112285

    NewBB
    Participant

    Marsha:
    I am experiencing the same problem with my process owner and in addition to having an initial face to face meeting with her and the Champion, I have asked the Champion to agree to getting scheduled monthly progress reports. These are power point presentations detailing accomplishments and next steps.I leave plenty of time for discussion and have provided my Champion with questions he should be asking at each of these sessions and tollgate reviews.  

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    #112288

    Aguilar
    Member

    The  problem summary appears to identify causation of the problem, lack of top management support.
    Get top management involved by ‘ownership’ of the misssion/vision statements and the business plan relative to the project.  After all, Six Sigma projects are directed at those through outcomes.
    A good means of bringing the ownership about is to embody mission statements into each document right down to process/procedure level.
    State the intention at the beginning of a project and get concurrence from top management.  This is one means to ‘test the water’ in order to identify potential problems from the outset. 
    The top management support is vital in order to overcome or resolve the people problems that invariably arise during projects that cannot be resolved by the team.

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    #112830

    Mike Carnell
    Participant

    Marsha,
    The reason you are having problems is pretty simple. You are having the Belts and/or the teams select the projects and are caught up in the “selling buy-in” ritual that goes on when you run your deployment like this. Project selection belongs to Process Owners – period.
    When you have belts run around and pick projects it makes it easy for Process Owners to sit back as spectators and p_ss all over projects like a drunken alley cat. Project identification is their job. If they pick it they will support it.
    Just my opinion.
    Good luck

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    #112845

    Peppe
    Participant

    Mike, what about when processes owner are not “sponsor” of six sigma projects ? Do you believe they will chose the best projects to help who ? Themself of ss team ? Your opinion will be appreciate.
    Rgs, Peppe

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    #112856

    Lass
    Participant

    Marsha,
    I totally agree with Mike, but you should also consider other areas of management who might be affected by the process change and/or the use of your time to pursue the project.  Sabotage by “resistors” comes in many forms and from unexpected places, even when you do have the consent of the process owners.
    Lass

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