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Discovering Change

This workshop aims to help teams understand the purpose and challenges of change, discover what stops them from accepting change, and learn the importance of welcoming improvements. Participants will explore the concept of paradigms, identify barriers to change, and develop skills to overcome roadblocks. Through interactive discussions and practical exercises, they will gain insights on how to navigate change and drive continuous improvement in their organization.

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Discovering Change

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  1. Discovering Change

  2. Purpose of Change • To prepare the team for how paradigms can effect their ability to be receptive to new ideas • To understand what “traditionally” stops us from accepting change • To learn the importance of welcoming improvements

  3. We Need To Change

  4. Change & Improvement Don’t Come Easy Basic premise: To improve, we must continuously change Law of physics: For every action (change), there is an equal and opposite reaction By Nature: People resist change (i.e., look for excuses, wait & see) Why?: Change takes people outside their comfort zones Therefore:The more you change, the greater the resistance The greater the resistance: The more difficult it is to improve (change)

  5. Things We Hide Behind . . . EXCUSES: • Past Practice • Tradition • Procedures • Requirements • Politics • Standards Rather Than Change!

  6. Barriers to Improvement • Concepts • Theories • Philosophies Resistance to Change Lack of Trust Mixed Signals Lack of Commitment Inconsistent Direction NIH Politics Skepticism

  7. There is nothing permanent . . . . . . except CHANGE !!

  8. If you always do what you always did . . . . . . You’ll always get what you always got!

  9. What Makes People Want to Change? • Pain (significant emotional event) • Despair (over long period of time) • Discovery that constructive change is possible

  10. Understanding Skills Roadblocks Barriers Breakthrough ! • Concepts • Theories • Philosophies Knowledge

  11. (Show Paradigm Video)

  12. The Message of Paradigms • Paradigms are “rules” we apply to certain situations to let • us predict how things will be (i.e., rules for success). • Don’t let YOUR paradigm become THE paradigm. • Paradigms can CHANGE!!!

  13. The Message of Paradigms • When a paradigm shifts, everyone goes back to zero. • Past success guarantees nothing! • The Paradigm Challenge: • What is impossible today, may be the norm tomorrow . . . • Fundamentally changing the way your business is run! Challenge today’s paradigms’s

  14. Toyota Production System Lean Organization Competitor’s Paradigm Shift Henry Ford’s Concept of Production Synchronization and Vertical Integration Dr. Deming’s Concept of Quality & Leadership Alfred Sloan’s Concept of Market Stairstepping American Supermarket Concept of Replenishment

  15. Paradigm Shifts Work: - All work is not value added Time:- Key competitive requirement is money People: - Must establish their ownership in the business - Ability to self manage if the work system is based on synchronous / lean principles - Want to do a good job Role of - Owns the system Management: - Must lead, teach, coach and counsel - Must guarantee process integrity Success: - Is a journey, rather than a destination “What it - The journey requires daily continuous improvements forever takes to win” - Can only be achieved by optimizing the total system of companies in the supply chain

  16. Which organization is likely to lead the way in the 21st Century? Traditional Lean • Multiple Reviews • “Institutionalizes” Waste • Hierarchical Approval • Multiple Process & Systems • Sub-optimization • “Push” • Minimal Meetings • Focuses on “Eliminating Waste” • Accountability • Common Process & Systems • Business Optimization • “Pull”

  17. Change must be driven throughout the business system Product Process People

  18. Synchronous Manufacturing/Organization Total Quality Management PICOSTM Continuous Improvement Workshop Reengineering Value Added Chain Quality Network Agile Manufacturing Throughput Improvement KAIZEN Lead-time Reduction Lean Manufacturing/Organization or... It doesn’t matter what you call it, as long as you do it!

  19. Vision Skills Incentives Resources Action Plan Change Skills Incentives Resources Action Plan Confusion Vision Incentives Resources Action Plan Anxiety Vision Skills Resources Action Plan Gradual Change Vision Skills Incentives Action Plan Frustration Vision Skills Incentives Resources False Starts Managing Complex Change

  20. Reflecting on Change We need to discover that constructive change is not only possible, but can be a reality this week!

  21. Educators Tell Us We Learn & Understand • 10% of what we hear • 15% of what we see • 20% of what we both see & hear • 40% of what we discuss with others • 80% of what we experience directly or practice • 90% of what we attempt to teach others

  22. So In The Conference Room We Will . . . • Explain concepts (learn from each other). • Provide a vision (clarify concepts). • Give examples (experience). • Have interactive discussions. • Identify roadblocks.

  23. And At The Worksite We Will . . . • Go through a discovery process (advantages & opportunities) • Observe the presence or absence of “lean” concepts and determine why • Collect information • Experience concepts through implementation

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