The Intersection of Change Management and Lean Six Sigma : The Basics for Black Belts and Change Agents

"Randy has crafted an invaluable book, no matter where you are in the journey of organizational change management. A must-have guide you will refer to again and again." – Marshall Goldsmith, author of the #1 New York Times bestseller, __Triggers__. "Randy Kesterson recognizes that much of the energy that organizations put into Lean and Six Sigma improvements is wasted when the results are not applied effectively due to the organization’s resistance to change." – Ellen Domb, Ph.D. PQR, one of the world’s top 50 quality experts at QualityGurus.com "Finally, a book that recognizes that most organizations are on the left side of the FAT–LEAN continuum. Far too many organizations think they are Lean/Six Sigma mature only to realize that they aren’t even close." – Gerhard Plenert, Ph.D., serves as Director of Executive Education, Shingo Institute, Home of the Shingo Prize **The Intersection of Change Management and Lean Six Sigma: The Basics for Black Belts and Change Agents** is for Lean and Six Sigma professionals working inside organizations with low Lean maturity and significant resistance to change. Written by a business executive and certified Lean Six Sigma black belt, this book: * Provides sound, innovative practices for those interested in successfully navigating organizational change. * Focuses on culture change and mindsets, not just tools and applications. * Stresses effective communication ensuring that various stakeholders understand the reasons for the change, the benefits, and the details. * Illustrates how the benefits of Lean and Six Sigma initiatives can benefit the change management process. This book pinpoints and examines the intersection of change management and Lean Six Sigma. It features interviews with change management practitioners (executives, project managers, and black belts) and provides pertinent case studies detailing successful and failed changes. MuPDF error: syntax error: invalid key in dict MuPDF error: syntax error: invalid key in dict MuPDF error: syntax error: invalid key in dict MuPDF error: syntax error: invalid key in dict MuPDF error: syntax error: invalid key in dict MuPDF error: syntax error: invalid key in dict MuPDF error: syntax error: invalid key in dict MuPDF error: syntax error: invalid key in dict MuPDF error: syntax error: invalid key in dict Cover 1 Half Title 2 Title Page 4 Copyright Page 5 Dedication 6 Contents 8 List of Abbreviations 12 Foreword 14 Preface 16 Working at the Intersection 20 Introduction 22 Thank You 24 About the Author 26 SECTION I 28 Chapter 1 Why Should You Care? 30 Change Receptiveness of the Organization 33 A Catalyst for Success 35 Respectful and Respected Leadership 35 \kəˌ-la-bəˈ-rā-shən\ 35 The Collaboration Trade-Off 35 Key Takeaways 36 Reference 36 Chapter 2 Change Is Good! 38 Key Takeaways 40 Chapter 3 Change Is Hard! 42 Key Takeaways 47 Reference 47 Chapter 4 Resistance Is Real 48 The Change Curve 48 Key Takeaways 51 Chapter 5 Minimizing Resistance 52 The Story of the Shoe that Changed My Perspective on Change 52 Key Takeaways 57 Chapter 6 Why?: The Most Important Word in This Book 58 Why? 58 The Targets of the Change 59 People Analytics Tools 60 Key Takeaways 62 Reference 62 Chapter 7 Resistance in Your Personal Life? 64 Key Takeaways 64 Reference 65 SECTION II 66 Chapter 8 What Is Organizational Change Management? 68 The ADKAR Model (by Prosci, Inc.) 69 Managed Change Model (by LaMarsh Global) 69 Resistance to Leaving the Current State 70 Resistance to Moving to the Future State 70 Resistance to the Change Plan 71 The Five Stages 72 Emotional Support 74 A Chaordic Change, Discovered in an Unlikely Place 74 Friction Equation 76 Organizational Change Management 77 Some Lessons Learned on How Can I Help? 77 The Reinforcement Paradox? 78 Key Takeaways 79 References 80 Chapter 9 Project Risk Assessment 82 Some Changes are Bad Changes 84 How to Prevent Bad Projects 85 Key Takeaways 85 Chapter 10 Some Basic Organizational Change Management Tools 86 Stakeholder Analysis Tool 86 Stakeholder 86 What Is the Tool Used For? 86 How to Use the Tool? 87 When to Use the Tool? 88 What to Do with the Results? 88 Risk Analysis Tool 89 What Is the Tool Used For? 89 How to Use the Tool? 89 When to Use the Tool? 90 What to Do with the Results? 90 Communication Plan 90 What Is the Tool Used For? 90 How to Use the Tool? 91 When to Use the Tool? 91 What to Do with the Results? 91 Levers You Can Pull 92 Communication 93 Incentives 93 Training and Development 94 Key Takeaways 95 Reference 95 Chapter 11 When to Ask for Help 96 OCM Intuition 97 Key Takeaways 98 Chapter 12 The Intersection of Organizational Change Management and Lean Six Sigma 100 A Note to the LSS Program/Deployment Manager 102 Key Takeaways 103 Chapter 13 People Are Different 104 Introduction to the WorkPlace Big Five Profile 105 Need for Stability (N) 106 Extraversion (E) 106 Originality (O) 106 Accommodation (A) 107 Consolidation (C) 107 Change Propensity 109 People and Facts and Data 109 People Analytics 110 Key Takeaways 111 References 112 Chapter 14 The Final Word 114 Key Takeaways 115 SECTION III 116 Chapter 15 Interviews with Experts 118 The Interview Questions 119 Chapter 16 Mini-Biographies of the Interviewees 186 SECTION IV 190 Appendix A: Competencies for the Successful Black Belt 192 Appendix B: Coaching and Mentoring for the Black Belt 194 Appendix C: The Shingo Principles 196 Appendix D: A Brief History of Continuous Improvement 198 Appendix E: Where to Go for More Information 206 Appendix F: Acknowledgments 208 Bibliography 210 Index 212 Content: Why should you care? -- Change is good! -- Change is hard! -- Resistance is real -- Minimizing resistance -- Why? : the most important word in this book -- Resistance in your personal life? -- What is OCM? -- Project risk assessment -- Some basic OCM tools -- When to ask for help -- Intersection of OCM and lean six sigma -- People are different -- The final word -- Interviews with experts -- Mini biographies for the interviewees -- Appdx A: Black belt competency list -- Appdx B: Coaching and mentoring for the black belt -- Appdx C: The shingo principles -- Appdx D: A brief history of continuous improvement -- Appdx E: Where to go for more information -- Appdx F: Acknowledgements -- Bibliography -- Index. "This book is geared toward Lean and Six Sigma professionals who know that a rigid, highly prescriptive, and "instant" change management program is destined to fail. The program must be transparent and flexible, and the focus should center on an experimental feedback-driven approach. This book is authored by a business executive and certified lean six sigma black belt -- most others are written by consultants, professor, or persons trained in organizational development. It will feature interviews with change management practitioners (executives, project managers, black belts, etc.) and will incorporate pertinent case studies about successful and failed changes."--Provided by publisher