Change_Management(变更管理).ppt

1、,CHANGE MANAGEMENT: A Change Will Do You Good!Lean Training on How to Become a Change Agent and Effectively Manage Change,Introduction,There are many tools and techniques in the Lean tool box, all suited to different applications and circumstances,Lean,Shop Floor Management,Change Management,Set-up

2、Reduction,Batch Size Reduction,Lean Diagnostics,Lean Business Case,IT Tools,Performance Metrics,Theory of Constraints,The Lean Masters Tool Box,Is Seagate the only place where Changes are happening?,“Its an era of change. Youve got to basically accept change as an everyday event and believe that its

3、 a good thing.”,- Steve Luczo,GOAL,Provide Change Agents with knowledge, tools, and hands-on practice to effectively implement change with minimal disruption and frustration to employees, customers and suppliers.,Learning Objectives,Recognize the 4 “Stages of Change” that each individual travels thr

4、ough. Understand typical behaviors that occur during each stage. Discover Change Management opportunities to help both individuals and organizations move through change.,Learning Objectives,Understand WHY change is critical to Seagates survival in the global marketplace. Apply the 8 steps to Impleme

5、nt Change. Recognize the 12 ingredients in the Recipe for Change.,All Companies Change,Companies must continually undergo change to survive and grow,ORGANIZATIONAL EFFECTIVENESS,TIME,Change can be Disruptive,ORGANIZATIONAL EFFECTIVENESS,TIME,TRANSFORMATION POINT,BEFORE Established systems “Solidifie

6、d” culture High level of effectiveness,DURING and AFTER Disruptions to leadership and systems Organizational “nervousness” Reduced effectiveness,The Transformation Point,Low stability; High chaos High emotional stress Control becomes a major issue High undirected energy Past behaviors become highly

7、valued Conflict increases Resistance starts to build,How we intend to get there,Through adoption of Seagates VALUES WITH VISION: 1. PEOPLE 2. CUSTOMER SUCCESS 3. EXCELLENCE 4. INNOVATION 5. TEAMWORK 6. OPENNESS 7. SOCIAL RESPONSIBILITY 8. SUSTAINABLE PROFITABILITY,How we intend to get there,Through

8、implementation of key strategies such as: Supply Chain Management Lean Manufacturing Core Teams Six Sigma Factory of the Future,The Personal Impact,(WIIFM) Whats In It For Me? A more successful company which can invest in its resources Ability to attract and retain world-class talent Affiliation wit

9、h a globally recognized industry leader A more enjoyable work environment,Support for Change Transition,Lean Manufacturing Training. Change Agent Resources at each facility. Increased company-wide communication. Senior management support. Change infrastructure built around projects.,Core Teams,E-Bus

10、iness,Employer of Choice,Six Sigma,Factory of the Future,Supply Chain Management,ORGANIZATIONAL CULTURE,The Transformation Point,Voice of Customer,Lean Enterprise,Summary,Companies that fail to change will not survive. By changing, Seagate is postured to meet international challenges in the marketpl

11、ace. Lean Change Agents are empowered to create and manage change.,Stages of Change,Key Learnings,List the four stages of the Individual Change Process Understand typical behaviors that occur during each stage Discover Change Management opportunities to help individuals and organizations move forwar

12、d.,What to Expect from Change,No matter how positive, promising or proactive the change is, expect a sense of loss No matter how competent and committed Stakeholders are, expect a sense of confusion No matter how loyal employees are, expect some initial skepticism and an increase in “me” focus,Stage

13、s of Change,DENIAL,RESISTANCE,COMMITMENT,EXPLORATION,PRODUCTIVITY,TIME,Adapted from Kubler-Ross,Change Process: Ideal,DENIAL,RESISTANCE,COMMITMENT,EXPLORATION,PRODUCTIVITY,TIME,Adapted from Elisabeth Kubler-Ross,DENIAL,RESISTANCE,COMMITMENT,EXPLORATION,PRODUCTIVITY,TIME,Adapted from Elisabeth Kubler

14、-Ross,What You See Indifference Disbelief Avoidance,What You See Anger Complaining Glorifying Past Skepticism Unwillingness to participate,What You See Future Orientation Initiative Self-sufficiency Confidence,What You See Energy Risk-taking Tentativeness Impatience Activity without focus,What You H

15、ear Silence “It will never happen” “It wont affect me”,What You Hear “How can I contribute?” “Lets get on with it”,What You Hear “It wont work” “It used to be.” “The data is flawed”,What You Hear Optimism “Ive got an idea” “Lets try.” “What if.”,Individual Change Process,Individual Change Process,By

16、 definition, individuals will move through the process at different speeds People can “regress” during the process The informal employee “grapevine” is the most powerful “barrier” or “enabler” regarding the change.,Remember.,“Its not so much that were afraid of change, or so in love with the old way

17、s, but its the place in between we fear. its like being in between trapezes. theres nothing to hold on to.”,Your Resources,Human Resources,YOU,Your Manager,Change Management Support,Each Other,8 Steps to Implement Change,Key Learnings,List the 8 steps to mold change from a concept to integration int

18、o your culture. Acknowledge the depth and breath of your team and resources to implement the Change.,1. Establish a Sense of Urgency. 2. Form a Powerful Team 3. Develop a Vision 4. Communicate the Vision,Steps to Implement Change,5. Remove Obstacles to the Vision 6. Plan and Create Short-Term Wins 7

19、. Delay Your Victory Announcement 8. Incorporate Change into Your Organizational Culture,Steps to Implement Change,Be proactive versus reactive. Lead with urgency rather than manage with reaction. Motivate people Quickly respond to changing segments of the market and/or changing market demand. Recog

20、nize movement and activity in your Supply Chain. (“Who Moved My Cheese?”) Remember: The River Flows in One Direction.,Steps to Implement Change,1. Establish a Sense of Urgency!,Deployment of Supply Chain. Creation of entities in response to business needs: Six Sigma Lean Manufacturing Factory of the

21、 Future The catalysts included cycle time, supply look for lions. They continue to travel. Proactively manage more short-term WINS Dont allow one victory to lose overall momentum. Create It will fit like a glove.,Steps to Implement Change,8. Incorporate Change into the Culture,What has Seagate done

22、to Incorporate change into culture?,Recognize there are different types and styles of cultures. Conduct OCI (Organization Culture Inventory). Identify optimum OCI. Expansion of Change Agents to integrate Change into routine business operations.,Summary,Change Agent Work is HARD work. Minimize proble

23、ms by following the 8 steps. The 8 step approach moves the change from a concept into the corporate culture. Keep your troops posted until the change is assimilated into the organization - culture.,Change Recipe: 12 Ingredients,Key Learnings,List 12 ingredients in the recipe for managing change.,1.

24、Look into the Crystal Ball. 2. Create a Roadmap 3. Move Fast 4. Make Many Changes 5. Get Outside the Box 6. Benchmark,Recipe: 12 Ingredients for Change,7. Watch Day-to-Day Business 8. Focus on the Customer 9. Be Decisive 10. One Company - One Culture 11. #1 Asset: People 12. Communicate !,Recipe: 12

25、 Ingredients for Change,1. LOOK INTO THE CRYSTAL BALL Look at the big picture. Is the Change strategically correct? Would manufacturing lot sizes increase in RD business when customers want a small sample? Where does your change fit into the big Crystal Ball? Where does your change fit into Seagates

26、 “Values with Vision?” How does your change fit with the corporate vision statement?,Recipe: 12 Ingredients for Change,2. CREATE A ROADMAP Map a travel plan to your final destination. Roadmap is required with or without existing roads. Journey has no rest stops or final destination due to constant c

27、hange. Keep extending your current roadmap. Details in the Roadmap FIT the company vision statement.,Recipe: 12 Ingredients for Change,3. MOVE FAST The losing Coach after a football game: “We didnt lose, we just ran out of time.” Who Moved My Cheese? While the little people were analyzing the situat

28、ion, the mice were in the race with their tennis shoes. Is it better to be 80% correct and make change happen OR 100% correct and watch the opportunity pass by? The focus is to understand quickly - then act!,Recipe: 12 Ingredients for Change,4. MANY SMALL CHANGES Set realistic, challenging goals. Br

29、eak up one large change into many smaller individual changes. (Bite size pieces) Motivate people. Expand your human network. Provide resources to be successful Many small changes today will reduce the need for restructuring tomorrow.,Recipe: 12 Ingredients for Change,5. GET OUTSIDE THE BOX To think

30、outside the box, you must get outside the box. NASA needed to reduce several thousand pounds from the weight of a space ship fuel tank. Besides changing materials and the design, one Engineer asked if they could stop painting the space ship fuel tank. This question resulted in several benefits: Savi

31、ng 200 gallons of white paint, 800 pounds of weight, and money ($) INSANTIY = Using the same repetitive procedure and expecting a different result.,Recipe: 12 Ingredients for Change,6. BENCHMARK Map where you are. Establish baseline (Boy Scout Compass) Select or Create appropriate METRICS. Measure R

32、oadmap Progress to new Metrics. A Benchmark establishes pride, stimulates competition, encourages teamwork, and helps you hit the target. Benchmarks work for organizations (increase sales by 20%) or individuals (game of golf).,Recipe: 12 Ingredients for Change,7. WATCH DAILY BUSINESS Regardless of w

33、hat happens, there is still a company to run. Change takes us away from daily routine. Keep eyes open. Be sensitive and quickly respond. “Who Moved My Cheese?” The mice constantly watched for small changes and responded appropriately. Failure to watch daily business can have catastrophic consequence

34、s.,Recipe: 12 Ingredients for Change,8. FOCUS ON THE CUSTOMER The process of change should be invisible to customers The results of the change should be obvious to customers. Illustration of public transportation. The goal may be to improve customer service. The Roadmap may be to add routes, reduce

35、cost, and adhere to a timetable. The Results are serving more customers at a lower price with on-time delivery.,Recipe: 12 Ingredients for Change,9. BE DECISIVE Commit to a roadmap. Move fast. Lead. Dont follow. Drive the car according to the Roadmap. Use metrics. Correct mistakes. Navigate the car back onto the correct road.,Recipe: 12 Ingredients for Change,10. ONE COMPANY-ONE CULTURE Several cultures complicate change acti