1 Six Sigma Green Belt Accelerating Change

2 Six Sigma Green Belt Moving Ahead Transition State Current State Improved State

3 Six Sigma Green Belt Change Management Model Leading Change Changing Systems & Structures Transition State Current State Improved State Creating A Shared Need Shaping A Vision Mobilizing Commitment Monitoring Progress Making Change Last

4 Six Sigma Green Belt Leading Change  Key Principle: A Champion or Champions who sponsors the change  Leadership Change Skills: Attention – Time – Behavior: “Walk the talk” Enroll Others – Facilitative Leadership Skills – Inquiry – Win/Win Passion – Personal involvement – Is "known for"... ChangeSkills

5 Six Sigma Green Belt Tools & Techniques  Calendar Check: Identify 4-5 things you feel strongly about (at home or at work) Check your calendar for the last 2-3 months to see what % of your time is spent on those things you say are important to you 1. 2.

6 Six Sigma Green Belt Creating a Shared Need  Key Principle: The reason to change whether driven by threat or opportunity is instilled within the organization and widely shared through data, demonstration, demand or diagnosis. The need for change must exceed its resistance

7 Six Sigma Green Belt Tools & Techniques  SWOT Analysis: Strengths Weaknesses Opportunities Threats

8 Six Sigma Green Belt Shaping a Vision  Key Principle: The desired outcome of change is clear, legitimate, widely understood and shared

9 Six Sigma Green Belt Tools and Techniques  Bull’s Eye Chart Goal/Mission/Vision Mindset Behavior Making a Vision Actionable

10 Six Sigma Green Belt Mobilizing Commitment  Key Principle: There is a strong commitment from key constituents to invest in the change, make it work, and demand and receive management attention

11 Six Sigma Green Belt Innovators Resistors Early Adopters Late Adopters Tools and Techniques  Key Stakeholders Map  Attitude Charting % of Population

12 Six Sigma Green Belt Tools and Techniques  Stakeholder Assessment  TPCF Analysis NamesStrongly Against Moderately Against NeutralModerately Supportive Strongly Supportive Stakeholder Assessment

13 Six Sigma Green Belt Tools and Techniques  Influence Strategy Stakeholder Issues/ Concerns Influence Strategy Identify “Wins”

14 Six Sigma Green Belt Making Change Last  Key Principle: Once change is started, it endures, flourishes and learnings are transferred throughout the organization

15 Six Sigma Green Belt Important Factors Leading Change Changing Systems & Structures Reflection/ Integration Ongoing Support/ Commitment Clear Path Forward Motivation/ Energy Ability To Adjust Making Change Last Understanding Clear Continuous Communication

16 Six Sigma Green Belt Tools and Techniques  Change Profile  Change Management Self-Assessment Profile on Change Processes Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment Making Change Last Monitoring Progress Changing Systems & Structures

17 Six Sigma Green Belt Tools and Techniques  Systems and Structures Worksheet Measure- ment Reward Staffing Develop- ment Org. Design

18 Six Sigma Green Belt Monitoring Progress  Key Principle: Progress is real; benchmarks set and realized; indicators established to guarantee accountability

19 Six Sigma Green Belt Changing Systems and Structures  Key Principle: Making sure that the management practices are used to compliment and reinforce change Changing Systems & Structures Involves Using/Modifying:  Staffing (How we acquire/place talent)  Development (How we build competence/capability)  Measures (How we track performance)  Rewards (How we recognize/reward desired behavior)  Communication (How we use information to build and sustain momentum)  Designing Organizations (How we organize to support the change initiative)

20 Six Sigma Green Belt Tools and Techniques  Measurement Assessment Making a Vision Actionable 8A345A7 Mindset Actions/Behavior Mission/Vision Existing Measures Which existing measures provide little or no information about any of the desired behaviors? etc. Which desired behaviors cannot be reliably measured by any existing measure? etc. 5B How could we measure these desired behaviors? 6 If you achieve your desired changes, which existing measures will emit false signals indicating that performance is degrading? etc. If an employee carries out each of the desired behaviors, what is likely to be the organization’s reaction? A = Reward or Approval B = Punishment or Disapproval C = No Reaction D = Impossible to Predict More of: etc. Less of: etc. Existing Rewards Financial etc. Non-financial etc. 8A How could we reward the desired behaviors not now being rewarded?

21 Six Sigma Green Belt Rewarding Performance Examples