Post on 21-May-2018
Black Belt Training Week Two 44
© 2003 Oriel Incorporated. All Rights Reserved.
Review of DMAIC
Exercise: Project Planning
Instructions:1. Review Define and Measure (Steps 1&2) of the project
planning template on the next page.2. Add any missing steps relevant to your project. (Be sure to
include the step of preparing your project presentation for thenext class.)
3. Fill in the Start and Completion Dates, Who, and Notes on thetemplate.
Time: 30 minutes.
Black Belt Training Week Two 45
© 2003 Oriel Incorporated. All Rights Reserved.
Task Name Start Date
Com-pletionDate
Who Notes
DEFINE
1.1 Charter
Write problem statement
Analyze impact
Write team charter
Review charter with sponsor
Identify key players
Kickoff team (charter consensus)
1.2 Process Basics
Develop business process statement
Create SIPOC
Create deployment flowchart
1.3 Voice of the Customer
Identify and prioritize customersCollect voice of the customer (VOC) needs
Template: Project PlanningReview of DMAIC
Black Belt Training Week Two 46
© 2003 Oriel Incorporated. All Rights Reserved.
Task Name Start Date
Com-pletionDate
Who Notes
Translate VOC to CTQ's
Prioritize CTQ's
Set specs For CTQ's
Hold meeting with finance
Review stakeholder acceptance
Schedule regular team meetings
Communicate progress to process owner(s)
Hold tollgate for this step
MEASURE
2.1 Data Collection
Identify and select key measures
Prepare data collection plans
Collect baseline data
Template: Project Planning, cont.Review of DMAIC
Black Belt Training Week Two 47
© 2003 Oriel Incorporated. All Rights Reserved.
Task Name Start Date
Com-pletionDate
Who Notes
Analyze charts for special causes
2.3 Frequency Plots & Pareto Charts
Create frequency plots
Chart stratified data
Create Pareto charts
2.4 Process Sigma
Calculate Process Sigma
2.5 Process Analysis
Create detailed process flowchartsAnalyze flowcharts for process gapsDo value-added /non value-added analysisReview stakeholder acceptanceCommunicate progress to process owner(s)
2.2 Time Plots & Control Charts
Create applicable charts in Minitab
Template: Project Planning, cont.Review of DMAIC
Black Belt Training Week Two 48
© 2003 Oriel Incorporated. All Rights Reserved.
Task Name Start Date
Com-pletionDate
Who Notes
3.1 Potential Causes
Select major causes
Develop focused problem statementsBrainstorm potential root causes
Categorize potential causes
3.2 Verifying Causes
Collect data to verify selected causesVerify cause-effect relationships
Hold meeting with Finance
Review stakeholder acceptanceCommunicate progress to process owner(s)
Hold tollgate for this step
ANALYZE
Template: Project Planning, cont.Review of DMAIC
Black Belt Training Week Two 49
© 2003 Oriel Incorporated. All Rights Reserved.
Task Name Start Date
Com-pletionDate
Who Notes
Reduce list to 5–7 best solutions
Rank solution alternatives
Select one or more alternatives
4.2 Implement Solutions
Develop work break-down plan(s)Pilot solution implementation plan(s)Implement plan(s) across the process
Hold meeting with finance
Review stakeholder acceptance
Hold tollgate for this step
CONTROL
4.1 Select Solutions
Brainstorm solutions for root causes
Template: Project Planning, cont.Review of DMAIC
Black Belt Training Week Two 50
© 2003 Oriel Incorporated. All Rights Reserved.
Task Name Start Date
Com-pletionDate
Who Notes
4.3 Evaluate Results
Collect new data on key measures
Redraw relevant Before and After plotsQuantify improvement benefitsEvaluate methods and results
Take appropriate corrective action
Finance verifies savings/revenue increaseReview stakeholder acceptanceCommunicate progress to process owner(s)
Hold tollgate for this step
Communicate progress to process owner(s)
Hold tollgate for this step
Template: Project Planning, cont.Review of DMAIC
Black Belt Training Week Two 51
© 2003 Oriel Incorporated. All Rights Reserved.
Task Name Start Date
Com-pletionDate
Who Notes
Develop process maps for new process
Train resources on new process
5.2 Monitoring and Control
Develop process control document
Establish linkage to BPM review meetingsFinance verifies ongoing savings/revenueCommunicate progress to process owner(s)
Hold tollgate for this step
CONTROL
5.1 Standardization
Template: Project Planning, cont.Review of DMAIC
Black Belt Training Week Two 52
© 2003 Oriel Incorporated. All Rights Reserved.
Task Name Start Date
Com-pletionDate
Who Notes
Submit plan to track on-going savings/revenue
Complete closure check list
Complete Lessons Learned
Document
Recognize team and Celebrate!
Hold tollgate for this step
Create storyboard or summary documentMake recommendations for further plans
Template: Project Planning, cont.Review of DMAIC
2 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet #1: Selection Instructions: Write a problem statement for your sigma project then evaluate the statement using the criteria below. Type your answer in the Answer column.
Problem Statement:
Criteria Rating 1 2 3 4 5 Don’t Know
The process or project is related to a key business issue. A lot No
We have or can get customer input on this issue. Easy Hard
Management does or would give this project high priority. Likely Unlikely
I can easily identify starting and ending points for the process. Easy Hard YES NO Don’t Know
Collecting data on this process is relatively easy.
The process completes one cycle at least every day or so (if not more frequently).
I can identify what a “defect” is for this process.
The problem I need to investigate or improve is stated as a target or need, not a solution.
The process is within my scope of knowledge/authority.
I know who the process owner is.
The sponsor of this project has the ability to commit time and resources.
The process will not be changed by another initiative any time in the near future.
3 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet #2: Team Charter Instructions: Use the tables below and on the next page to capture notes for your team’s charter. Not all of the questions may be pertinent to you, but the more questions you can answer, the better off you’ll be.
Suggested Questions to Consider Your Notes Purpose
• What is important to the customers about the product or service?
• What problems do customers have with the product or service?
• What problem is the team addressing?
Importance • What will be the business impact of
achieving reduced defects in this area?
• How will team members benefit from successful completion of this work?
Scope (Focus and Direction) • How will the team focus its work?
What information will you collect to identify urgent problems?
• What areas are inside and/or outside the work of the team? What are the boundaries (start and end points)?
• What specific parts of the process will you focus on?
4 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet #2: Team Charter, cont. Suggested Questions to Consider Your Notes
Deliverables • What must the team deliver to be
successful?
Measures • What will be the primary measures
of success? • How will they be measured and
tracked? • What is the target for these
measures? • How much improvement is needed
by when? (Provide target dates.) • What defects will you be tracking?
Resources • Who is the team accountable to?
Who is your manager, sponsor, or guidance team?
• Who is on this team? Who will lead the effort (be the team leader)?
• Who can the team turn to for expert guidance and coaching on improvement?
• Has the process owner been identified?
• What budget does the team have? Who should approve expenditures? How much can the team spend without seeking additional authority?
5 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet #3: Potential Impact Instructions: Make rough estimates of the impact your project is likely to have.
Expected improvement Benefit of that improvement Expected business impact
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Project Worksheet #4: Preliminary Communication Plan
Instructions: Identify some of the people who will be involved in or affected by your project. Ask them or guess what their main concerns are and make some preliminary decisions about how you will keep them informed throughout the project.
Role Who (Names of people or
groups)
Main Concerns Communication Notes (When and how you will communicate with them)
Team Leader (BB) (if someone other than yourself)
Team Member
Sponsor(s)
Coach (MBB)
Customers
Process Owner
Other Stakeholders
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Project Worksheet #5: SIPOC Analysis Instructions: Select one process (preferably the one you will be studying) and fill in the table below. You may not need to use every blank—or you may need to add some.
Suppliers Inputs Process Outputs Customers
Other Notes:
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Project Worksheet #6: VOC Data Collection Plan PROJECT:
Who What & Why Customers and Segments
Indicate specifically what you want to know about your customers. Develop customized versions of the following questions, which you can ask during face-to-face interviews.
• What’s important to you?
• What’s a defect?
• How are we doing? How do we compare to our competitors?
• What do you like? What don’t you like?
Sources Type an X next to the data sources you think will be useful for this project.
REACTIVE SOURCES PROACTIVE SOURCES Complaints Interviews
Problem or service hotlines Focus groups
Technical support calls Surveys
Customer service calls Comment cards
Claims, credits Sales visits/calls
Sales reporting Direct observation
Product return information Market research/monitoring
Warranty claims Benchmarking
Web page activity Quality scorecards
Other: Other:
Summary: Which, How Many, How & When On a separate sheet, summarize your plans to gather and use both reactive and proactive sources. Indicate how much data you will get, how you will get it, and when. Include, for instance, the number of interviews or surveys you plan to use, which customers you will contact, when you will start and end the data collection, and so on.
9 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet #7: Generating CTQs Instructions: Use the blank tree diagram to translate a customer need from your project to a CTQ requirement.
Need Drivers CTQs
General
Hard to measure
Specific
Easy to measure
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Project Worksheet #8: Data Collection Plan PROJECT:
What questions do you want to answer?
What & Why
Data Operational Definition and Procedures What Measure
type/ Data type
How measured1
Related conditions to
record2
Sampling notes
How/where recorded
(attach form)
How will you ensure consistency and stability?
What is your plan for starting data collection? (Attach details if necessary.) How will the data be displayed? (Sketch on additional sheet.)
Notes 1. Include the unit of measurement where
appropriate. Be sure to test and monitor any measurement procedures/instruments.
2. “Related factors” are stratification factors or potential causes you want to monitor as you collect data.
11 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet #9: Time Ordered Data 1. Do you have any data now on your process that you could analyze using a time plot or
individuals chart?
2. Which plot would be better?
3. What do you think you could learn?
4. What questions do you want to answer where a time plot or individuals chart might help? What data could you collect?
5. Revise your data collection plan, if necessary.
12 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet #10: Other Data 1. Do you have any data now on your process that you could display on a Pareto chart or
frequency plot?
2. Which plot would be acceptable? Why?
3. What do you think you could learn?
4. What questions do you want to answer where a frequency plot or Pareto chart might help? What data could you collect?
5. Revise your data collection plan, if necessary.
13 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet #11: Focused Problem Statement
Instructions: Use the form here to write a focused problem statement then see which of the questions on the left you still need to answer.
Creating a Focused Problem Statement
Use the questions on the left to help you write a focused problem statement.
Write an X where you think your problem statement falls on the scale.
Broad or vague
Somewhat focused
Narrow focus
If your problem statement falls in the shaded area, what data or other information can you collect to help you make your problem statement more focused?
Focus your problem by asking who, what, when, where, and which. What is the nature of the problem?
What happens? What type of problem is it? What do we know about it?
Where does the problem occur? Physical location Step in the process
When does the problem occur? Day, time of day, shift, month, season, annual cycle When doesn’t it occur? When is the problem greatest?
Who is involved? Who are the customers? Who are the suppliers? Who else is involved?
Which is involved? Which department? Which machine?
14 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet # 12: Plan for Cause Verification Instructions: Think about your sigma project and answer the following questions.
1. List the potential causes you would like to evaluate. Refer back to any diagrams you constructed to organize your potential causes.
2. Write your theory about the impact of the potential cause(s).
3. What data can you collect to verify the effect? What tools are most appropriate for
your project? Sketch below how you will construct the charts.
15 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet #13: Involvement Matrix Instructions: Use the matrix to help you identify the people who should be involved in developing and implementing solutions.
Which groups or individuals should be:
Task Responsible for Involved in Consulted with Informed about
Identifying solutions
Selecting solutions
Planning the implementation
Handling potential problems
Implementing the solution
Monitoring results
The matrix above will help you think about who should be involved in the different steps needed to make change a reality, and what level of involvement is appropriate for them. Those you list for the first two rows would be involved in the tasks described in this module.
16 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet #14: Commitment Planning People or Groups
Level of Commitment
Enthusiastic support Will work hard to make it happen
Help it work Will lend appropriate support
Hesitant Holds some reservations; won’t volunteer
Indifferent Won’t help; won’t hurt
Uncooperative Will have to be prodded
Opposed Will openly act on and state opposition
Hostile Will block at all costs
Identify the people and systems whose commitment you need.
• Identify the level of commitment needed from them in order for the solution to receive a fair test. Put an O in the box where that group must be.
• Estimate where their commitment levels are now. Put an X in the box where you think the group would be if they heard about the planned solution today.
• Draw an arrow from the X to the O.
• Develop a plan for closing the gap between where they are currently and where you need them to be.
• Create a process to monitor your progress both in obtaining and in keeping that commitment.
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Project Worksheet #15: Planning for Your Check Instructions: 1. Think about how you will show Before and After comparisons. Draw mock-ups of before and after plots and indicate what you will be looking for. 2. Think about how you will show your sponsor the difference between what you planned to do and what actually happened.
18 ©
2003 Oriel Incorporated. All R
ights Reserved.
Project Worksheet #16: Process M
anagement C
hart The Plan for D
oing the Work
Checking the W
ork Act: The R
esponse to Results
Flowchart
Key Process Indicators
Which vital signs w
ill be monitored and
how?
Corrective A
ctions W
hat should be done with m
istakes and system
failures?
19 © 2003 Oriel Incorporated. All Rights Reserved.
Project Worksheet #17: Presentation Worksheet 1. Describe the audience for this talk. Include how
they will use the information you’ll provide.
2. Determine what YOU need from the audience. List what you need from them (e.g. further information, decisions, resources, etc.).
3. Write a theme:
4. Brainstorm a list of topics. Determine data or examples you can use to illustrate each idea. If you have a list of 10 or 12 things to say, try grouping the items (as in an affinity diagram) so you have about three main sections in the talk. Summarize the topics below.
Topic Relevant Data, Visuals, Examples
When you’re done, determine a logical sequence and number the topics in order.
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2003 Oriel Incorporated. All R
ights Reserved.
Capturing FM
EA Inform
ation FM
EA A
nalysis Project:
Team
:
O
riginal Date:
R
evised Date:
Item
or Process Step
Potential Failure M
ode Potential
Effect(s) of Failure
S* Potential C
ause(s) O
* C
urrent Controls
D*
R*
Recom
m.
Action R
espons. and Target
Date
“After” Action Taken
S* O
* D
* R
*
Risk Priority N
umber =
“After” Risk Priority N
umber =
• S = Severity, O
= Occurrence, D
= Detection, R
= RPN
21 © 2003 Oriel Incorporated. All Rights Reserved.
Project Planning Template
Task Name Start Date Completion Date Who Notes
DEFINE
1.1 Starting Your Project
Write problem statement
Analyze impact
Write team charter
Review charter with sponsor
Identify key players
Kickoff team (charter consensus)
1.2 Process Basics
Develop busi-ness process statement
Create SIPOC
Create deployment flowchart
1.3 Voice of the Customer
Identify and prioritize customers
Collect voice of the customer (VOC) needs
22 © 2003 Oriel Incorporated. All Rights Reserved.
Project Planning Template, cont. Task Name Start Date Completion
Date Who Notes Translate VOC to CTQ’s
Prioritize CTQ’s
Set specs for CTQ’s
Hold meeting with finance
Review stakeholder acceptance
Schedule regular team meetings
Communicate progress to process owners
Hold tollgate for this step
MEASURE
2.1 Data Collection
Identify and select key measures
Prepare data collection plans
Collect baseline data
23 © 2003 Oriel Incorporated. All Rights Reserved.
Project Planning Template, cont. Task Name Start Date Completion
Date Who Notes
2.2 Data Analysis I
Create appli-cable charts in Minitab
Analyze charts for special causes
2.3 Data Analysis II
Create frequency plots
Chart stratified data
Create Pareto charts
2.4 Process Sigma
Calculate Process Sigma
2.5 Process Analysis
Create detailed process flowcharts
Analyze flowcharts for process gaps
Do value-added /non value-added analysis
Review stakeholder acceptance
Communicate progress to process owner
24 © 2003 Oriel Incorporated. All Rights Reserved.
Project Planning Template, cont. Task Name Start Date Completion
Date Who Notes
Hold tollgate for this step
ANALYZE
3.1 Identifying Potential Causes
Select major causes
Develop fo-cused problem statements
Brainstorm potential root causes
Categorize potential causes
3.2 Verifying Causes
Collect data to verify selected causes
Verify cause-effect relationships
Hold meeting with Finance
Review stakeholder acceptance
Communicate progress to process owners
25 © 2003 Oriel Incorporated. All Rights Reserved.
Project Planning Template, cont. Task Name Start Date Completion
Date Who Notes
Hold tollgate for this step
IMPROVE
4.1 Selecting Solutions
Brainstorm solutions for root causes
Reduce list to 5-7 best solutions
Ranks solution alternatives
Select one or more alternatives
4.2 Implementing Solutions
Develop work break-down plan(s)
Pilot solution implementation plan(s)
Implement plan(s) across the process
Hold meeting with finance
Review stakeholder acceptance
26 © 2003 Oriel Incorporated. All Rights Reserved.
Project Planning Template, cont. Task Name Start Date Completion
Date Who Notes
Communicate progress to process owners
Hold tollgate for this step
4.3 Evaluating Results
Collect new data on key measures
Redraw relevant Before and After plots
Quantify improvement benefits
Evaluate methods and results
Take appro-priate corrective action
Finance verifies savings/reve-nue increase
Review stakeholder acceptance
Communicate progress to process owners
Hold tollgate for this step
27 © 2003 Oriel Incorporated. All Rights Reserved.
Project Planning Template, cont. Task Name Start Date Completion
Date Who Notes
CONTROL
5.1 Standard-ization
Develop process maps for new process
Train resources on new process
5.2 Process Monitoring and Control
Develop process control document
Establish linkage to BPM review meetings
Finance verifies ongoing savings /revenue
Communicate progress to process owners
Hold tollgate for this step
5.3 Communication and Future Plans
28 © 2003 Oriel Incorporated. All Rights Reserved.
Project Planning Template, cont. Task Name Start Date Completion
Date Who Notes
Create storyboard or summary document
Make recommendations for further plans
Submit plan to track on-going savings/revenue
Complete closure check list
Complete lessons learned
Document
Recognize team and celebrate!
Hold tollgate for this step
29 © 2003 Oriel Incorporated. All Rights Reserved.
Resiliency Checklist Rate behaviors: 1 = Never 2 = Occasionally 3 = Sometimes 4 = Frequently 5 = Always Behavior Rating
I know my own strengths and weaknesses and how that affects my role in the project
When I get discouraged, I ask for help and look for new opportunities to learn
I feel confident about my six sigma skills
I anticipate project issues and am proactive in resolving these issues
I am interpersonally competent (am able to resolve issues among team members, manage the expectations of stakeholders, communicate progress)
I am passionate about the project
When problems or disruptions occur, I stay focused on the longer term goals
I maintain and communicate a clear direction for the project
When changes occur, I am adaptable and flexible
30 © 2003 Oriel Incorporated. All Rights Reserved.
SWOT Matrix
Purpose: To create a compelling need to change. What is it: A matrix listing of the strengths and opportunities, as well as the weaknesses and threats of the current and the future states. It is used to consider if the strengths and weaknesses of the proposed future state create a compelling need for change when compared to the strengths and weaknesses of the current state.
Current State
Proposed Future State
Need for Change
Strengths/ Opportunities
• What are the strengths of our current processes/operations?
• What business opportunities does this state offer?
• What are the strengths of the proposed state?
• What business opportunities does this state offer?
• Are the strengths and opportunities of the future state significantly more compelling than those in the current state?
Weaknesses/ Threats
• What weaknesses exist in our current processes/operations?
• What other threats are present in this state?
• What weaknesses do we predict will exist in the proposed state?
• What other threats are possible in this state?
• Are the weaknesses and threats in the current state much more significant than in the future state?
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Force Field Analysis Purpose: To identify driving and restraining forces surrounding a change and to provide the starting point for action. When to Use: • Anytime a change is expected to be difficult • Revisit as necessary throughout the life of the project or through the life of the overall
initiative
Driving Forces (+)
Restraining Forces (—)
Actions:
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From → To Matrix
Purpose: • To capture the key anticipated elements of change occurring from the project • To identify the people likely to be most affected by it • To identify the most critical issues to these people When to Use: Most useful when aligning employees to the change and when describing how it will affect them.
Potential Change Initiated by the
Project
Stakeholder Group:
Key Potential Changes for People
From To
Impact on the people (High
Medium Low)
33 © 2003 Oriel Incorporated. All Rights Reserved.
Losses and Gains Chart
Purpose: To understand the impact the specific changes will have on people and identify the ways to decrease resistance and increase commitment. When to Use: Most useful when defining strategies to help people through the change. Stakeholder Name: Stakeholder Profile:
1. How satisfied (or dissatisfied) is this population with its current work situation? 2. For this target population, how much complexity and risk are involved with the proposed
change? 3. What new knowledge and skills will people need to successfully implement the change? 4. What new attitudes or perceptions will people need in order to feel successful after the change? 5. Overall, will they see the new as desirable? Why or why not?
Losses Gains Strategies
34 © 2003 Oriel Incorporated. All Rights Reserved.
Commitment Scale
Purpose: To identify and secure the support and remove the resistance of people and systems vital to the accomplishment of the work. When to Use: When you need to understand how much work needs to be done to achieve desired levels of commitment and when you need to set priorities and develop appropriate communication plans for different groups. Steps: • List the stakeholder groups across the top • For each stakeholder group, place an “x” next to the current level of commitment • For each stakeholder group, place a dot next to the level of commitment required
for successful project completion • Draw an arrow *) from the “x” to the dot • Assess the amount of change needed in each stakeholder group • Identify specific actions to help each stakeholder group build the necessary
commitment People or Groups
Level of Commitment Sales Management Customer Enthusiastic support Will work hard to make it happen
Help it work Will lend appropriate support
Hesitant Holds some reservations; won’t volunteer
Indifferent Won’t help; won’t hurt
Uncooperative Will have to be prodded
Opposed Will openly act on and state opposition
Hostile Will block at all costs
*) How to draw an arrow: Go to View>Toolbars>Drawing: Click on the arrow sign and draw a line.
35 © 2003 Oriel Incorporated. All Rights Reserved.
Forms of Resistance
Purpose: To address the issues of resistance that will surface during the implementation of your project. When to Use: • When the resistance to change will prevent implementing your solution(s) • When you need broader buy-in than anticipated to accomplish the change Type of Resistance Responses Surprise (shock, disbelief) • Surprise may be the result of avoidance on
the stakeholder’s part and/or insufficient communication
• “We didn’t see it coming…” • “What did we do wrong?”
Avoid becoming defensive Listen and learn Explain the purpose Use facts without selling Take the lead on content Describe improved state
Apprehension of the unknown (fear, worry) • “What about my job?” • “Am I going to be moved?” • “What about pay?” • “Will I be trained?” • “Who will I be working with?”
Listen and learn Identify “what is in it for me?” Avoid unnecessary actions Communicate step by step plan Outline the communication process Don’t make false promises
Skepticism • “When we did something like this before it
wasn’t better” • “I don’t see how this will improve what you
want to accomplish”
Listen and learn Speak to the benefits Demonstrate the urgency
Cynicism • “It won’t work” • “Yes, but…” • “This is really about…” • “It can’t be done”
Listen Avoid arguing Request neutrality
Complacency • “It works okay now” • “What’s the big rush” • “We have done it this way for years”
Listen and learn Demonstrate the urgency Speak to the benefits Avoid indictment of the past Inform that the status quo is not an option
in an ever changing business environmentChange Overload • “There are too many things we are being
asked to do differently” • “I can’t keep up with all the changes” • “There is too much going on in my life”
Listen and learn Map out the various concerns Avoid offering quick solutions to complex
matters Acknowledge the impact of personal
issues but avoid becoming a counselor
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Measures & Policies Chart
Purpose: To help people adapt to and accept the change by providing a system that supports the desired behaviors. When to Use: When changes in behavior are required that need to be reinforced and supported. 1) Describe desired state:
2) List current performance measures:
3) List behaviors reinforced by current measures:
4) List revisions to measures:
5) List new behaviors desired:
6) List new measures/ideas to support these behaviors:
7) List current policies affecting process:
8) List behaviors reinforced by current policies:
9) List revisions to policies:
10) List new behaviors desired
11) List new policies/ideas to support these behaviors: