Read the case "Lean Implementation at Siemens' Kalwa Plant" ( pdf and powerpoint attached ) and describe how the employees of this company moved through the Satir Model stages of change, using the Power Point
templateattached to be completed. Please submit a paragraph or two paragraphs with an explanation of the completed powerpoint.
Process Improvement Culture: Leading Change & Managing Resistance Process Improvement Culture: Leading Change & Managing Resistance BUS665 – Managing Business Processes 1 Agenda What is culture? Culture types What is Process Improvement Culture (PIC)? How to cultivate a PIC Phases of culture change Components of a great culture & warning signs of poor culture Changing the behaviors of others Overcoming resistance The role of leadership Preventing “Ambiguity Waste” 2 What is culture? The shared attitudes, values, principles and beliefs that characterize a company and define its nature and approach to managing employees, projects, investors, customers, and the greater community Many individuals do not understand their corporate culture, and many don’t even acknowledge it exists; yet it is the heart and soul of any enterprise To have an organization that focuses on process improvement, culture must play a starring role, and the organization itself should foster an attitude of continuous improvement 3 A company’s personality It’s the formula that guides the business, as well as inspires and motivates employees, and is integral toward attracting and attaining great talent and creating a fun, happy, and motivating work environment. 3 What is culture? BEHAVIORS VALUES CULTURE STRUCTURES 4 Behaviors of employees and leadership most often displayed Values employees associate meaning to and continually promote The mechanisms by which a company manages tasks and people Corporate values… POSITIVE Customer focus, performance, safety, innovation, service oriented, reliable NEGATIVE Money, status, power, control, promoting winning over others 5 Employees… View themselves as separate from company Focus on their own needs Perform minimally – main motivation is $ Employees… View themselves as part of a team Gain satisfaction from helping the company succeed Have higher levels of productivity and commitment Healthy Unhealthy Culture Types—OCAI Model Right and Left LEFT: the organization is internally centered (what is important for us, and how do we want to work?) RIGHT: externally focused (what is valuable for the outside world, the clients, and the market?) Top and Bottom TOP: the organization desires flexibility and discretion BOTTOM: the organization values stability and control You can only change a culture by first classifying it and understanding it. 6 Organizational Culture Assessment Instrument (OCAI) 6 What is “PIC”? PROCESS IMPROVEMENT CULTURE To improve, organizations must SEEK OUT and SOLVE their problems… 4 Common traits of a process improvement culture… Continually identify problems Discuss problems openly Focus on large and small problems Solve real problems 7 Process Improvement Culture Continually identify problems… Situational awareness – look for waste – spot small problems before they become big problems Discussing problems openly… Encourage sharing – see without judgement Focusing on large and small problems… Big change can result from addressing a collection of small problems Solving real problems… Don’t confuse decisiveness with problem-solving Use a disciplined, systematic problem-solving process Systematic ≠ complex PDSA!!! 8 PDSA/PDCA Consists of four steps used to continually improve a process by reducing variation or eliminating waste from the process Plan Do Check/Study Act Easy framework to understand/implement; can be used in a variety of settings 9 Plan What’s the problem? Do What can be done about it? Study/ Check What are the results? Act Let’s try it! Adopt? Revise? Abandon? Process Improvement Culture 10 Cultivating a PIC Help employees and colleagues understand that their work is composed of activities that result in an output, and the way those activities are composed is a process; everyone in a company is part of one or more processes Invite people to describe the work they do, and to identify issues, concerns, or problems they may be facing as they conduct that work Start to familiarize people with improvement techniques, such as process mapping and root cause analysis, as you discuss problems, delays, or other variations in their work Have people who conduct upstream processes or work sit in to discuss or learn downstream processes and vice versa; hearing firsthand the effects one’s work has on another can be quite powerful Begin to discuss how customers are affected by their work and what happens when processes are not followed 11 Phases of Culture Change 12 Advocate! At the end of phase 1, you should have… At the end of phase 2, you should have… At the end of phase 3, you should have… Implement! Reinforce! 1 2 3 Build Momentum Change Mindsets Continuously Improve A clear outline of the current corporate culture and ideal culture A sponsored and endorsed plan for change A communication strategy Commitment by the board, CEO, and key executives New behaviors being displayed in most employees, with leaders serving as role models Any needed performance management changes designed New rituals, meetings, and activities that support the values and behaviors Methods for reinforcing desired behaviors Everyone trained on the new value system Everyone articulating the unique aspects about the culture Everyone understands how and what they do builds and reinforces that culture Evidence of competitive advantage Everyone looks for ways to improve work, life, and operations Components of a Great Culture Leadership: communicate a shared vision; set the example and be a role model - TRANSPARENCY A Meaningful Cultural Story: share your history and how it has defined your culture; people will go to amazing lengths for causes they believe in Equal Treatment: all interactions with employees based on a foundation of mutual respect Hire Smart: make sure there is a good fit with the culture A Clear Vision: serves as the guide Promote Values: choose authenticity over originality; reflect values in policies Celebrate Success: identify exemplary employees and how their behavior matters 13 Warning Signs of Poor Culture Increased turnover Difficulty in hiring talented people Low attendance at company events “Us” versus “them” mentality Lack of authenticity in management messaging Declining quality and/or customer satisfaction 14 Changing the Behaviors of Others Ways to influence people’s beliefs and values… Exposure to others who have been successful Hiring new people Ways to influence people’s feelings… Increase positive motivation: recognition, helping others, development Decrease negative motivation: eliminating or decrease mistrust, lack of accountability, fear of change Ways to influence people’s level of awareness… Maintain proper work-life balance Ensure people take vacation time Have flexible working hours Open communication 15 Changing the Behaviors of Others Late status quo: the group is at a familiar place; the performance pattern is consistent – not necessarily good Resistance: the group confronts a foreign element that requires a response; often ignited by a small minority seeking change, this element brings the members whose opinions count the most face to face with a crucial issue Chaos: the group enters the unknown; relationships shatter—old expectations may no longer be valid, old reactions may cease to be effective, and old behaviors may not be possible Integration: the members discover a transforming idea that shows how the foreign element can benefit them; the group becomes excited New status quo: if the change is well conceived and assimilated, the group and its environment are in better accord and performance stabilizes at a higher level than in the Late Status Quo 16 Virginia Satir (26 June 1916 – 10 September 1988) was an American author and therapist known for creating the Virginia Satir Change Process Model, a psychological model. 16 Changing the Behaviors of Others How to help employees through the stages of change… 17 Changing the Behaviors of Others 18 Another well-respected change model Awareness, Desire, Knowledge, Ability, and Reinforcement 18 Overcoming Resistance 19 This guide is available here The Role of Leadership Leaders should connect the process and the people, and if they do it right, it can be amazing for the entire organization Understand the culture and establish it in processes/procedures Demonstrate the culture – be a role model 20 The Role of Leadership Here are the various leadership behaviors and the culture they produce… 21 The Role of Leadership What a process-oriented leaders does… Ensures that each employee takes initiative to solve problems and improve his or her job or operating environment Ensures that each person’s job is aligned to provide value for the customer and prosperity for the company Manages processes and performance, not reports and numbers Teaches colleagues and employees that financial results are the result of processes Doesn’t jump to conclusions or solutions, but tries to understand the situation, ask why, and perform root cause analysis Focuses on the work and problem at hand, avoiding finger-pointing and placing blame Ensures actions of all employees revolve around planning and problem solving Understands that hiding problems will undermine the organization and its performance and potential Understands what customers want, need, and value, or what will thrill them Understands that open, trustworthy, and frequent communication builds trust and encourages open problem solving 22 Preventing Ambiguity Waste It’s the job of leadership to prevent ambiguity waste… The areas where significant confusion and wasted effort can occur if proper expectations are not clear to all members of a company 23 The Satir Change Model—Siemans’ Kalwa Plant The Satir Change Model—Siemans’ Kalwa Plant StageEvents Late status quo[describe what this looked like] FOREIGN ELEMENT[what was it? – describe] Resistance[describe how this manifested] Chaos[describe how this manifested] TRANSFORMING IDEA[what do you think this was? – a variety of possible answers – describe] Integration[describe how this manifested] New Status Quo[describe how this manifested] Process Improvement Culture: Leading Change & Managing Resistance Process Improvement Culture: Leading Change & Managing Resistance BUS665 – Managing Business Processes 1 Agenda What is culture? Culture types What is Process Improvement Culture (PIC)? How to cultivate a PIC Phases of culture change Components of a great culture & warning signs of poor culture Changing the behaviors of others Overcoming resistance The role of leadership Preventing “Ambiguity Waste” 2 What is culture? The shared attitudes, values, principles and beliefs that characterize a company and define its nature and approach to managing employees, projects, investors, customers, and the greater community Many individuals do not understand their corporate culture, and many don’t even acknowledge it exists; yet it is the heart and soul of any enterprise To have an organization that focuses on process improvement, culture must play a starring role, and the organization itself should foster an attitude of continuous improvement 3 A company’s personality It’s the formula that guides the business, as well as inspires and motivates employees, and is integral toward attracting and attaining great talent and creating a fun, happy, and motivating work environment. 3 What is culture? BEHAVIORS VALUES CULTURE STRUCTURES 4 Behaviors of employees and leadership most often displayed Values employees associate meaning to and continually promote The mechanisms by which a company manages tasks and people Corporate values… POSITIVE Customer focus, performance, safety, innovation, service oriented, reliable NEGATIVE Money, status, power, control, promoting winning over others 5 Employees… View themselves as separate from company Focus on their own needs Perform minimally – main motivation is $ Employees… View themselves as part of a team Gain satisfaction from helping the company succeed Have higher levels of productivity and commitment Healthy Unhealthy Culture Types—OCAI Model Right and Left LEFT: the organization is internally centered (what is important for us, and how do we want to work?) RIGHT: externally focused (what is valuable for the outside world, the clients, and the market?) Top and Bottom TOP: the organization desires flexibility and discretion BOTTOM: the organization values stability and