Embedding Change Management into your Continuous Improvement Initiatives

Presented by Melissa Sherman

Why is change so hard? Change is a complex and multifaceted process that often evokes a wide range of emotions and challenges. Despite these challenges, change is an inevitable part of life and is often necessary for growth, progress, and adaptation.

By acknowledging the difficulties associated with change and providing support, encouragement, and clear communications, we can help individuals and organizations embrace change and Continuous Improvements more effectively.

As continuous improvement practitioners, we don’t always think about the impact our continuous improvement initiatives will have on the employees.

Learning objectives: Throughout this session, we will look at various ways to improve the sustainability of our projects. Let’s discuss the importance of making sure we are embedding change management into your continuous improvement efforts. We will look at what change is, the resistance to it, the journey/change curve an individual goes through, the various change models, and some strategies you can use to assist in your efforts.

About Melissa Sherman
Accomplished Lean Leader and Sought-after Speaker recognized for driving continuous improvement initiatives and sharing change best practices, honed from 30 years of expertise in process excellence. Holistic ability to drive enterprise Six Sigma, Lean, and Kaizen deployments, delivering quantifiable productivity, efficiency, and waste elimination gains. Coached business teams during organizational adoption of agile solutions for high-level value delivery. Delighted business partners and stakeholders through strategic data-driven roadmap planning and creation.

1. Embedding Change
Management into your
Continuous
Improvement
Initiatives
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Hosted by
Host: Mark Graban
Senior Advisor, KaiNexus
[email protected]
Presenter: Melissa Sherman
Board of Directors
Michigan Lean Consortium
[email protected]

2. 4
KaiNexus.com

3. Registration Open Now!
www.kainexus.com/kainexicon

4. About Melissa Sherman
•Accomplished Lean Leader
•Sought-After Speaker
•30 Years Experience in Process
Excellence
•Six Sigma
•Lean
•Kaizen

5. Embedding Change Management into your
Continuous Improvement Initiatives
Melissa Sherman
Sr. Quality Improvement Consultant
KaiNexus
October 2, 2024

6. Continuous Improvement
8

7. Change Management
9

8. Systems
10

9. Phase 1
11
“If I had an hour tosolveaproblemI'd spend 55 minutes thinking about
theproblemand 5 minutes thinking about solutions.”. ― Albert Einstein
Align and clarify on a clear definition of what’s changing and
when, who is most impacted, and criteria for success.
Review other changes in flight and align that now is the right
time for this change. Develop an approach and agree on the
level and cost of the change resources needed to support
the effort.
1.Define and breakdown the problem.
2.Grasp the current condition.
3.Set a target condition.

10. Phase 2
12
Utilize those closest to the work to identify and document
the key activities and timing needed to achieve and sustain
measurable results.
4.Conduct root-cause and gap analysis.
5.Identify potential countermeasure(s).

11. Phase 3
13
Perform the planned change activities; monitor the
expected results for achievement; act accordingly if results
are not being achieved.
6.Develop and test countermeasure(s).
7.Refine and finalize countermeasure(s).
8.Implement countermeasure(s).

12. Phase 4
14
Support, strengthen, and measure the stakeholder’s
adoption to the new way, validating that the change has
become fully implemented and embedded into the
business.
9. Measure process performance.

13. Phase 5
15
Determine if the change achieved the success measures.
Understand what went well and what cold have gone better.
10. Refine, standardize, and stabilize the process.
11. Monitor process performance.
12. Evaluate results; share learnings.

14. Bringing it all together
16
Plan
Plan
Do
Study
Adjust

15. Example
17

16. DMAIC and ADKAR
18

17. 19
Tools to help you embed
Change Management
Into your
Continuous Improvement
Initiatives

18. Change Curve
20
https://www.ekrfoundation.org/5-stages-of-grief/change-curve/

19. 21
Change
Phase
Tools DMAIC
Phase
Tools
Define
Change
Summary
Change
Resources
(people)
RACI
Success
Checklist Define
Project
Charter
Voice of
Customer
Value
Stream
Map
Design
Stakeholder
Analysis
Stakeholder
Engagement
Change Plan
Success
Checklist
Measure
Process
Map
Capability
Analysis
Pareto
Chart
ImplementChange Plan
Stakeholder
Engagement
Success
Checklist
Analyze
Root
Cause
Analysis
Failure
Mode and
Effects
Analysis
Multi-
vari
chart
Reinforce
Change
Summary
Stakeholder
Analysis
Stakeholder
Engagement
Change
Plan
Success
Checklist
Improve
Design of
Experime
nts
Kaizen Event
Evaluate
Change
Summary
Change Plan
Lessons
Learned
Success
Checklist
Control
Control
Plan
Statistical
Process
Control
5S
Mistake
proofing
(poka-yoke)

20. Change Summary
22

21. Kotter’s 8-Steps
23
Step Action New Behavior
1 Increase urgency People start telling each other. “Let’s go, we need to change
things!”
2 Build the guiding team A group powerful enough to guide a big change formed and they
start to work together well.
3 Get the vision right The guiding team develops the right vision and strategy for the
change effort.
4 Communicate for buy-in People begin to buy into the change, and this shows in their
behavior.
5 Empower action More people feel bale to act, and do act, on the vision.
6 Create short-term wins Momentum builds as people try to fulfill the vision, while fewer
and fewer resist change.
7 Don’t let up People make wave after wave of changes until the vision is
fulfilled.
8 Make change stick New and winning behavior continues despite the pull of
tradition, turnover of change leaders, etc.

22. Switch
24

23. Influencer
25

24. Change Intelligence
26
https://changecatalysts.com

25. 27

26. Reference Books
28

27. 29

28. Let’s Connect
30
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https://www.linkedin.com/in/melissa-sherman-
02b49526/

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33. Q&A
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kainexus-logo.jpg
Host: Mark Graban
Senior Advisor, KaiNexus
[email protected]
Presenter: Melissa Sherman
Board of Directors
Michigan Lean Consortium
[email protected]