1. Delivering change projects in the real world An example of change management in practise Martin Mannix MCQI CQP Martin Mannix MCQI CQP

2. Timeline

3. Situation – (Dec 05) Company sold twice in two years Company sold twice in two years Declining business and redundancies Declining business and redundancies No Quality Manager in place for 2 years No Quality Manager in place for 2 years ISO certification due Sept 2006. ISO certification due Sept 2006. Numerous Non-conformances outstanding Numerous Non-conformances outstanding Many aspirations – lack of delivery Many aspirations – lack of delivery Breakdown in trust Breakdown in trust

4. The plan Provide Leadership Provide Leadership Identify the stakeholder groups and needs Identify the stakeholder groups and needs Agree the approach Agree the approach Prioritise and simplify Prioritise and simplify Identify the blockages Identify the blockages Secure the resources Secure the resources Manage the delivery Manage the delivery

5. Leadership Provide a vision Provide a vision Buy in from key stakeholders Buy in from key stakeholders Commitment Commitment Equitable process Equitable process Results Results

6. Key stakeholder needs Parent company Parent company CEO CEO Mgmt team Mgmt team Customers Customers Certification body Certification body Staff Staff

7. Agree the approach Introduce Business Improvement Committee Introduce Business Improvement Committee Involve key managers on the committee Involve key managers on the committee Leadership of projects distributed amongst members. Leadership of projects distributed amongst members. Quick wins, followed by more substantive improvements Quick wins, followed by more substantive improvements

8. Prioritise and simplify Brainstorming Brainstorming Focus on top 6 priorities Focus on top 6 priorities Regular committee progress reviews Regular committee progress reviews Progress included in the monthly team briefs to staff Progress included in the monthly team briefs to staff

9. Selection of Projects Projects critically reviewed to ensure there was sufficient reason for and commitment towards it. Projects critically reviewed to ensure there was sufficient reason for and commitment towards it. Projects were chosen to give a mix of short and longer term objectives Projects were chosen to give a mix of short and longer term objectives Bigger projects further broken down in to delivery stages, with resources planned. Bigger projects further broken down in to delivery stages, with resources planned.

10. Projects addressed Initially: Introduction of monthly team briefs Introduction of monthly team briefs Employee suggestion scheme 1 Employee suggestion scheme 1 Brainstorming / product ideas Brainstorming / product ideas KPIs aligned with the business objectives KPIs aligned with the business objectives Relaunch of business internally and externally Relaunch of business internally and externally Process Mapping of entire business Process Mapping of entire business 1 This initiative was suspended due to lack of resources to implement effectively

11. Barriers to change / blockages Address the hurdles Cognitive Cognitive Motivational Motivational Resource Resource Political Political

12. Secure the resources Select projects that have sufficient necessity to gain commitment Select projects that have sufficient necessity to gain commitment Distribute responsibilities across departments Distribute responsibilities across departments Select team members with authority to act and resources to deploy Select team members with authority to act and resources to deploy Link project delivery back to meaningful controls (such as appraisals and bonuses) Link project delivery back to meaningful controls (such as appraisals and bonuses) Hold team members to account Hold team members to account

13. Manage the delivery Fully consider the tasks, resources and time required Fully consider the tasks, resources and time required Develop realistic plans Develop realistic plans Get buy in from the delivery team Get buy in from the delivery team Provide support to the delivery team Provide support to the delivery team Hold regular review meetings Hold regular review meetings Highlight and escalate blockages Highlight and escalate blockages Communicate progress widely Communicate progress widely Recognise that the project will have setbacks Recognise that the project will have setbacks BE PERSISTANT BE PERSISTANT

14. How? Plan the steps by which the project would be implemented Plan the steps by which the project would be implemented Put in place the communication channels Put in place the communication channels Put in place the system for managing delivery Put in place the system for managing delivery Design the IT transformation plan Design the IT transformation plan Design and deliver process mapping training Design and deliver process mapping training Transfer Ownership of the delivery to appropriate Dept mgrs Transfer Ownership of the delivery to appropriate Dept mgrs Facilitate the process mapping sessions Facilitate the process mapping sessions Use the Audit schedule and team to support the process mapping activities (audit progress) Use the Audit schedule and team to support the process mapping activities (audit progress) Monitor and report on progress, addressing any areas of concern Monitor and report on progress, addressing any areas of concern Individual project – Process mapping the business

16. The Business Process Lifecycle Model

17. Individual project – Process mapping the business The Business Process Lifecycle Model ItemActivityResponsibleCompletion date 1Business Improvement Committee formedMM31/1/2006 2Phase Champions identifiedMM31/1/2006 3Individual phases teams formed and objectives setPC3/5/2006 4Teams to have received QMAP trainingPC / QA1/6/2006 5Teams to complete review of high level phases and submit to QAPC14/6/2006 6Teams to plan and prioritise the review and delivery of lower level processesPC14/6/2006 7Teams to submit lower level process maps with links to supporting documentation and business systemsPC31/7/2006 8Sign off processes, write up any required training material / supporting docs and publishPC / SM31/7/2006 9Internal audits of new processesQAAug - Sept 10LRQA certification auditAll05-08 Sept 06 MMM Mannix PCPhase Champion QAQuality Assurance Department SMSenior Management

18. Individual project – Process mapping the business Phase 123456 Phase owner/sMarketing mgr Business unit managers Engineering manager Production manager Service managerMarketing mgr TeamMarketer 1Sales 1Project mgr 1 Procurement mgr Service supervisorMarketer 1 Admin 1Sales 2 Shop floor supervisor Service technician Shop floor worker Plus support from QA Commercial mgrProject mgr 2Project mgr 1 Commercial mgrQA Production mgr QAMarketing mgrProject mgr 2 QA Project mgr 2Production mgr Project mgr Project mgr 2 QA

19. Individual project – Process mapping the business

20. Identifying processes within Phases (example – Phase 4)

21. Individual project – Process mapping the business

22. Outcome: Prior to the ISO certification, we had successfully mapped the following phases: Marketing Sales Operations In service support Disposal Many support processes

23. Individual project – Process mapping the business Problems encountered: Initial slow take up Conflicting priorities – day to day business took priority Resistance to changes of responsibilities Complete lack of commitment from one BU senior manager Lack of IT resources Knowledge Time

24. Individual project – Process mapping the business Opportunities: Incorporation of new policies and procedures Quality Gates Business Continuity Planning Risk management Updates to include AQAP2000 requirements Staff training and process improvements

25. Lessons learned Compelling reasons for change Compelling reasons for change Early adopters and peer effects Early adopters and peer effects Explore range of solutions Explore range of solutions Importance of: Importance of:  Communication  Scoping requirements  Good planning  Follow through Flexibility Flexibility

26. 4 years later Is it still in use? Has it evolved? Is it still adding value to the organisation?

27. Questions????