We have all seen good changes and bad changes before. We have seen them at work, at home, and out in the world at large. We've seen changes that appeared good at first, turn out to be bad later and vice-versa.
So what should people do when they see bad change coming their way? Should they just let it happen? or should they make their concerns known? If they are forceful in making their themselves heard, will their actions get labeled as "resistance to change"? Will this "resistance" then be seen as a negative trait of human nature and therefore something that must be overcome? Or will their concerns be taken seriously and viewed as issues to be resolved?
article - "Resistance to Change - the Good, the Bad, and the Ugly"
Friday, April 17, 2009
Thursday, April 16, 2009
Attacking Implementation Resource Bottlenecks
Major change initiatives are often supported by many people who already have full time jobs. This can make it difficult to come up with enough resource hours to get the job done.
If you look closely, you often see "project leaders" are the bottleneck. One tactic for getting more done is to widen this common pinch-point by finding more of these leaders. You can do this by creating an environment where people feel safe exploring "widening boundaries of accountability". Done properly, "hidden leaders" nearly always emerge. These strong players end up providing much of the additional horsepower needed to be successful, and, as a bonus, they don't go back into hiding after your initiative is complete. Instead, they become key components of your organization's increased capability to implement change from that point forward.
article - "Getting More Done ..."
If you look closely, you often see "project leaders" are the bottleneck. One tactic for getting more done is to widen this common pinch-point by finding more of these leaders. You can do this by creating an environment where people feel safe exploring "widening boundaries of accountability". Done properly, "hidden leaders" nearly always emerge. These strong players end up providing much of the additional horsepower needed to be successful, and, as a bonus, they don't go back into hiding after your initiative is complete. Instead, they become key components of your organization's increased capability to implement change from that point forward.
article - "Getting More Done ..."
Wednesday, April 15, 2009
A Practical Approach for Large Scale Performance Improvement
Executive strategies require a journey to a rumored destination.
The rumors almost always turn out to be true, if the organization successfully navigates the trip; too often though, the expedition falls short of the goal, or ends up someplace else.
Five stages of deployment will ensure safe arrival at the desired location.
The hoshin kanri / strategy deployment process acts as a guide map for organizations blazing new ground
The rumors almost always turn out to be true, if the organization successfully navigates the trip; too often though, the expedition falls short of the goal, or ends up someplace else.
Five stages of deployment will ensure safe arrival at the desired location.
- exploration - if we are going on a trip, what's it's going to be like out there?
- discovery - what benefits can can we expect to gain for our trouble?
- expedition - how will we get the entire crew there safe and sound?
- settlement - can we get everybody settled-in so they don't want to go back?
- evolution - now that we have arrived, where can we go from here?
The hoshin kanri / strategy deployment process acts as a guide map for organizations blazing new ground
Tuesday, April 14, 2009
Why so much trouble with partial implementations? What can be done?
Studies repeatedly show major change initiatives frequently don't fully deliver the expected results. Surveys indicate "partial implementation of change" as a common contributing cause of this widespread problem.
Here's one take on why this is so:
Most major initiatives slow or stall during implementation. This is caused, in large part, when "change leaders" move on to their next objective before the work is complete. This is understandable - these leaders are often problem solving and process design experts whose skills are in high demand. Once they have made their valuable contribution to the effort, others can handle the drudgery of implementation.
Unfortunately, implementation is often where many issues are uncovered - issues requiring dedicated expertise to resolve properly.
Here's what can be done to keep it from happening to you:
Here's one take on why this is so:
Most major initiatives slow or stall during implementation. This is caused, in large part, when "change leaders" move on to their next objective before the work is complete. This is understandable - these leaders are often problem solving and process design experts whose skills are in high demand. Once they have made their valuable contribution to the effort, others can handle the drudgery of implementation.
Unfortunately, implementation is often where many issues are uncovered - issues requiring dedicated expertise to resolve properly.
Here's what can be done to keep it from happening to you:
- Identify the project finishers on your cross-functional teams right from the start. Choose these key players based on their previous performance in a similar role - it takes a certain stick-to-it-iveness to do “finishing” work. Include “front-line” people - they know they have to live with the changes and will be motivated to get it right.
- Audit and verify changes for completeness and effectiveness through observation, measurement, and, most importantly by talking things over with those whose work has been impacted. Do they think the changes are working? Have they noticed problems? Do they have concerns?
- Once your implementation is well under way, hopefully you'll be seeing measurable benefits. If so, to prevent backsliding, put an easy-to-use metric in place to identify a future slip in performance. Place it in regular view of a person with the authority and incentive to make the changes stick. Make sure this person agrees to perform this role.
Confrontation Leads to Opportunity
(a story from the field - slightly fictionalized for entertainment value of course!)
Charlie, the seasoned Operations Manager, and his boss, Jim, the younger Business Unit Manager, collide when the domino effect of layoffs and a responsibility re-shuffle pull a trusted supervisor off the floor to perform the daily scheduling function. Quick thinking, an improvement team’s good work, and process automation turn a potentially ugly situation into a bright result for everyone involved.
Charlie braces himself as he moves with determination across the plant floor. He’s heading for an uncomfortable confrontation with his younger boss. When he gets to the open door in the front office, he strides through without hesitation. As Jim rises from his chair in surprise, Charlie faces him across the desk and begins in a fast, frustrated voice, “Who’s bright idea was it to lay-off Rachel? My best supervisor is now off the floor for several hours every day doing her scheduling job. - Jim you know I’m getting things in better shape with your help but I’m not there yet. If you take Brad off the floor every morning, there’s going to be problems and it’s not going to be pretty. I give us 8 weeks before the entire savings you accomplished with lay-off’s is wiped out by a major quality problem or we spend it all on expedited shipments.”
Jim’s holding both hands up now, palms facing outward, a pen dangling between his right index finger and thumb. Charlie doesn't slow down, his frustration is quickly turning to exasperation and a look of exhaustion is sweeping over his demeanor as his voice becomes quieter. “And, when the inevitable happens, the goals we've worked so hard this year to meet will go down the drain. With morale around here already low; it’ll hit rock bottom if we miss our goals again for something that isn't our fault.” Charlie’s looks down at the floor, and talking more to himself now than to Jim, says, “I’m just getting too old for all of this.”
Jim, finally seeing an opening to respond, shows slight nervousness as he tosses his pen onto the desk, but his voice is measured and calm, “Charlie you know what the economy has done to our orders. We've all taken great steps to get this place in top-notch running order but we can’t weather this kind of storm without bringing costs in line with sales. I didn't want to lay off anyone anymore than you did, least of all Rachel; I know how your team depends on her.”
Charlie shrugs his shoulders and gestures questioningly with his hands, “What are we going to do? You know I’m right about how all of this will impact us by the end of the year.”
Jim, still standing, raises his index finger in the air, “I have an idea."
“I’m all ears,” Charlie responds blankly.
Jim goes on, “your process improvement team targeted scheduling earlier in the year right?”
Charlie, “Sure, and we identified plenty of waste but the project never got past value stream mapping. We need software automation to replace the complicated spreadsheets, and the job never hit the priority list.”
Jim, “Well, Charlie, I think it just did. I've got some budget left from things that pushed out when orders slowed. If the work has a fairly quick payback, we can get it done and you can get Brad back on the floor.”
Charlie, “Oh, it’ll payback alright - if we do it right.”
Jim – “What will it take to do it right?”
Charlie, “Several people, including Brad, are busy with double duty due the lay-offs. We need someone to come in and get the job done who knows what were up against; someone that won’t make it difficult.”
Jim - "Ok, what else?"
Charlie - "IT is going to need to be involved so whoever helps us is going to have to make sure the job is done i a way that works for us and for IT."
Jim, “How about the people we worked with last time, they specialize in doing just this kind of thing - they know know operations and information technology. "
Charlie, “You mean the guys who worked on the order write-up process? Those guys are great. All we had to do last time was tell them what our situation was and they knew how to take it from there. They got lot’s input from our team and worked togeher with us as we figured out exactly what was needed. They handled the coordiantion with IT, and in the end, the tools we ended up with were spot-on.”
"What’s even better," Charlie wnet on, "Brad worked with them last time. If he knows they've been hired to do this job, he’ll see light at the end of the tunnel and he’ll do whatever it takes to cover both the floor and scheduling until it’s done.”
Jim, “Great, I’ll make the call personally and see how fast they can get here.”
________________________________________________________________________________________12
12 Weeks Later ...
Jim stops Charlie as he is passing by out on the floor, “How’s the new scheduling software working out? I saw a report showing your new tool enabled you to drop schedule preparation time from three hours to 20 minutes."
Charlie smiles and says, “That’s right. I told you my team identified plenty of waste! One problem though – when orders pick-up, I’m not sure Brad will want to give scheduling back. He says the software helps him see things he couldn't see before. His numbers are up as a result.”
Jim replies, “That’s great! And don’t worry; Brad’ll have access to the software everyday from now on – he’s an important part of a shared process now. ….. “Oh, and Charlie, get ready - sales is forecasting a sharp increase next quarter. It seems pent-up demand is about to break loose.”
“Good,” Charlie replies as he raises his eyebrows and sarcasm seeps into his voice, “but, if you don’t mind boss, I’ll wait for booked orders before I start jumping up and down.”
“OK Charlie,” Jim replies as he spies Brad working with the set-up reduction team at one of the machines across the floor. Brad notices Jim, straightens up, and gives a hardy wave. Jim makes a single wave of his hand as he nods his head in a show of respect and appreciation. Brad smiles and gets back to the task at hand as Jim moves smoothly toward his intended destination.
…..meanwhile, …. at Division headquarters, the newly formed Sales and Operations Planning team……..
Charlie, the seasoned Operations Manager, and his boss, Jim, the younger Business Unit Manager, collide when the domino effect of layoffs and a responsibility re-shuffle pull a trusted supervisor off the floor to perform the daily scheduling function. Quick thinking, an improvement team’s good work, and process automation turn a potentially ugly situation into a bright result for everyone involved.
Charlie braces himself as he moves with determination across the plant floor. He’s heading for an uncomfortable confrontation with his younger boss. When he gets to the open door in the front office, he strides through without hesitation. As Jim rises from his chair in surprise, Charlie faces him across the desk and begins in a fast, frustrated voice, “Who’s bright idea was it to lay-off Rachel? My best supervisor is now off the floor for several hours every day doing her scheduling job. - Jim you know I’m getting things in better shape with your help but I’m not there yet. If you take Brad off the floor every morning, there’s going to be problems and it’s not going to be pretty. I give us 8 weeks before the entire savings you accomplished with lay-off’s is wiped out by a major quality problem or we spend it all on expedited shipments.”
Jim’s holding both hands up now, palms facing outward, a pen dangling between his right index finger and thumb. Charlie doesn't slow down, his frustration is quickly turning to exasperation and a look of exhaustion is sweeping over his demeanor as his voice becomes quieter. “And, when the inevitable happens, the goals we've worked so hard this year to meet will go down the drain. With morale around here already low; it’ll hit rock bottom if we miss our goals again for something that isn't our fault.” Charlie’s looks down at the floor, and talking more to himself now than to Jim, says, “I’m just getting too old for all of this.”
Jim, finally seeing an opening to respond, shows slight nervousness as he tosses his pen onto the desk, but his voice is measured and calm, “Charlie you know what the economy has done to our orders. We've all taken great steps to get this place in top-notch running order but we can’t weather this kind of storm without bringing costs in line with sales. I didn't want to lay off anyone anymore than you did, least of all Rachel; I know how your team depends on her.”
Charlie shrugs his shoulders and gestures questioningly with his hands, “What are we going to do? You know I’m right about how all of this will impact us by the end of the year.”
Jim, still standing, raises his index finger in the air, “I have an idea."
“I’m all ears,” Charlie responds blankly.
Jim goes on, “your process improvement team targeted scheduling earlier in the year right?”
Charlie, “Sure, and we identified plenty of waste but the project never got past value stream mapping. We need software automation to replace the complicated spreadsheets, and the job never hit the priority list.”
Jim, “Well, Charlie, I think it just did. I've got some budget left from things that pushed out when orders slowed. If the work has a fairly quick payback, we can get it done and you can get Brad back on the floor.”
Charlie, “Oh, it’ll payback alright - if we do it right.”
Jim – “What will it take to do it right?”
Charlie, “Several people, including Brad, are busy with double duty due the lay-offs. We need someone to come in and get the job done who knows what were up against; someone that won’t make it difficult.”
Jim - "Ok, what else?"
Charlie - "IT is going to need to be involved so whoever helps us is going to have to make sure the job is done i a way that works for us and for IT."
Jim, “How about the people we worked with last time, they specialize in doing just this kind of thing - they know know operations and information technology. "
Charlie, “You mean the guys who worked on the order write-up process? Those guys are great. All we had to do last time was tell them what our situation was and they knew how to take it from there. They got lot’s input from our team and worked togeher with us as we figured out exactly what was needed. They handled the coordiantion with IT, and in the end, the tools we ended up with were spot-on.”
"What’s even better," Charlie wnet on, "Brad worked with them last time. If he knows they've been hired to do this job, he’ll see light at the end of the tunnel and he’ll do whatever it takes to cover both the floor and scheduling until it’s done.”
Jim, “Great, I’ll make the call personally and see how fast they can get here.”
________________________________________________________________________________________12
12 Weeks Later ...
Jim stops Charlie as he is passing by out on the floor, “How’s the new scheduling software working out? I saw a report showing your new tool enabled you to drop schedule preparation time from three hours to 20 minutes."
Charlie smiles and says, “That’s right. I told you my team identified plenty of waste! One problem though – when orders pick-up, I’m not sure Brad will want to give scheduling back. He says the software helps him see things he couldn't see before. His numbers are up as a result.”
Jim replies, “That’s great! And don’t worry; Brad’ll have access to the software everyday from now on – he’s an important part of a shared process now. ….. “Oh, and Charlie, get ready - sales is forecasting a sharp increase next quarter. It seems pent-up demand is about to break loose.”
“Good,” Charlie replies as he raises his eyebrows and sarcasm seeps into his voice, “but, if you don’t mind boss, I’ll wait for booked orders before I start jumping up and down.”
“OK Charlie,” Jim replies as he spies Brad working with the set-up reduction team at one of the machines across the floor. Brad notices Jim, straightens up, and gives a hardy wave. Jim makes a single wave of his hand as he nods his head in a show of respect and appreciation. Brad smiles and gets back to the task at hand as Jim moves smoothly toward his intended destination.
…..meanwhile, …. at Division headquarters, the newly formed Sales and Operations Planning team……..
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