Change Is Good …but …

Abstract

We all recognize that the changes that are brought about by lean and six sigma activities are almost always a good thing. Most efforts to improve quality and productivity are fundamentally about change. I view Deming's famous 14 points for management as all about a philosophy to institutionalize change. But many (maybe most) people are fearful and inherently resistant to change. On several occasions, I have seen the ‘this too shall pass’ attitude about quality and productivity improvement efforts. What can be done organizationally to overcome this? I think there are a few things that can potentially be useful. First, upper management must be supportive of change and committed to the process of bringing this about. This is absolutely essential for success. This commitment can consist of providing resources, and setting an example of embracing change even in their closest activities is required. It is also essential that leadership fully embrace the change process by, for example, playing a significant role in defining improvement projects and holding the owners of these processes accountable for obtaining results. One CEO of a major financial institution went through green belt training and successfully completed a project. His progress through the DMAIC process was tracked on the company's intranet for everyone to see. Detractors and those who throw up road blocks need to be relegated to the sidelines quickly. Second, upper management must provide a road map or vision of what needs to be accomplished and describing the benefits to the organization. This is usually a long-term objective. A timetable is also necessary. Shorter-term goals also need to be identified. This is an opportunity for upper management and process owners to play a key role in defining the most opportunistic improvement projects. This is essential in driving out fear (one of Deming's 14 points). Many in some organizations see quality and productivity improvement efforts as a disguised head-count reduction program. It is necessary to get past this if any success is to be realized. Finally, a certain degree of patience is required. Change does not happen overnight in most organizations. It takes time for training to take hold and for teams to become familiar with how to deploy new improvement tools. Sometimes individuals have to learn new responsibilities. Green belts and black belts have to master dealing with team dynamics, the intricacies of project management, and in many cases, learning how to work cross-functionally across their organization. Mentoring skills are essential and can require hands-on experience and patience to master. Managing change effectively is an essential component of any lean/six sigma deployment. The organization's leadership plays an essential role in this. Top-down driven quality and productivity improvement deployments are almost always more successful, have greater impact, and longer-lasting benefits than bottom-up efforts. People have to be encouraged to join the process, participate actively, and be rewarded when they are successful.