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What They Didn’t Tell You
in Lean Training
About Managing Change
Tom Schulte
TS Consulting
Presentation Topics:
 Understanding Kaizen Blitz
 The 3 Stages for a Successful Blitz
 Managing the Change
 Leader’s Planning & Implementation
Materials
The KAIZEN BLITZ
The Vision / Idea
Plan the Details
Design the Plan
Execute the Plan (BLITZ)
The KAIZEN BLITZ
What is it?
“Kai” means “change”
“Zen” means “good (for the better)”
“Blitz” means “lightening fast”
“Kaizen Blitz” is a Team-based intensive
short-term project to improve a process
The KAIZEN BLITZ
When is it most effective?
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Work cell implementation
Improving process flow (demand pull system)
Setup time reduction
5S applications
Inventory reduction
Cycle time improvement
Reduce non “value-added” activities
To streamline parts, people and information
movement within a process
The KAIZEN BLITZ
Who needs to be involved?
 Decision Makers / Approvers / Sponsors
• General Manager – Department Manager – Supervisor
 Kaizen Team
 Leader / Facilitator (1)
 Core people from the Process Area including the
“Process Owner” (3-5)
 Lean expert (1)
 Influential skeptic (1-?)
 Support
 Engineering, Trades, Production Control, etc.
The KAIZEN BLITZ
How do I organize the Blitz?
 Form and train a cross-functional team
 Establish project goals, boundaries & kaizen dates
 Define the “current state” by collecting baseline
data (value stream or process maps)
 Create a “future state” map that will eliminate
waste from the “current state” process
 Team designs a detailed plan for implementing
changes needed to reach the “future state”
 Assure availability of key people involved with the
process during the Blitz (Engineering, Trades,
Purchasing, etc.)
The KAIZEN BLITZ
To ensure success you must . . .
 Have adequate resources to support this short
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term, high level of intensity
Ensure the team is highly empowered &
supported by all levels of management
Be able to withstand disruption of the process in
the Target Area for a few days
Be able to give the Kaizen Team (nearly)
immediate priority in all areas
Develop a strong communication plan with the
entire organization before, during, and after
Keep people from sliding back into old habits
The KAIZEN BLITZ
What is involved in the “BLITZ”?
PREPARATION
BLITZ “EVENT”
FOLLOW-UP
The KAIZEN BLITZ
PREPARATION
 Form and train a cross-functional Kaizen Team
 Goals and measurements are agreed upon and all
details of Kaizen Blitz Event are planned
 Follow-up Action Plans are made
 Start date & duration of event are determined
 Materials are obtained & key support personal are
made available
 Training, Communication, Reward & Recognition, &
Logistical Action Plans are developed and begun
The KAIZEN BLITZ
BLITZ EVENT
 Action Plans are implemented in the Target area
 The new process begins after changes are made
 The outcomes are measured
 “Tweaking” is done as needed
 Outcomes are communicated to all involved and
feedback and ideas for improvement are solicited
 End of day meeting held to report progress and to
review & adjust the next days activities
The KAIZEN BLITZ
FOLLOW-UP
 Results of the implementation are observed and
measured for an agreed upon period of time
 Results are communicated to all involved and
feedback and ideas for improvement are solicited
 “Tweaking” is done as necessary
 Positive gains are “standardized”
 Reward / Recognition Celebration is carried out
 Gains are documented and final report is made to
the “Sponsors” of the Blitz
The KAIZEN BLITZ
The Change Process
CURRENT STATE
THAWING
TRANSITION
DESIRED STATE
RESHAPING
REFREEZING
Key Stakeholders for
Successful Change
SPONSORS
CHANGE AGENTS
TARGETS
SPONSORS
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Understand the need for the change and help
others design the “Future State”
Acknowledge what people are experiencing and
give them opportunity to express it
Model a confident and constructive view of change
Monitor and readjust priorities & allocate resources
Hold Change Agents & the Targets accountable
Change the reward / recognition system
Show personal support – both public and private throughout the change
Solicit feedback
CHANGE AGENTS
 Understand the need for the change & the impact
on all involved
 Exhibit leader behavior and create dissatisfaction
with the “status quo”
 Involve the Targets in planning whenever possible
 Integrate the change into the culture
 Plan and/or implement the “communication”,
“education & training” and “reward” strategies
CHANGE AGENTS
 Provide time and opportunity to move from the
“Current State”
 Modify time frames / resources as needed
 Manage the change resources
 Communicate the change clearly and CONSTANTLY
TARGETS
Successful Change begins
with understanding
the Targets of the change
CHANGE brings
RESISTANCE!
Targets of Change MAY. . .
 Think first about what they have to give up, not
what they’ll get
 Feel self conscious and ill at ease when confronted
by change
 Feel alone even if everyone else is going through
the change
 Only be able to handle so much change
 Be at different levels of readiness for change
 Be concerned that they don’t have enough skill or
resources
 Try to go back to doing things the “right way” when
the pressure is off
You will hear them say . . .
We don’t have time for this
We’ve tried something like this before
It’s impossible; it just won’t work
It would have worked years ago, but not now
We need to spend more time thinking about it
It’s a good idea; it just won’t fit here
It’s unrealistic; reality will kill it
The company is doing fine already; who needs it?
The union / engineers / shop / etc. won’t go for it
I like it the way it is
It will cause conflict / difficulty / chaos
I don’t get the point of it
Too many changes have been made already
I just want to be left alone to do my job / my thing
Reasons People Resist
CURRENT STATE
THAWING
TRANSITION
RESHAPING
DESIRED STATE
REFREEZING
• See no need to change
• It’s more work for me/us
• It is more work
• Too much effort for so
little gain
• Don’t believe organization
can get through transition
• Hidden “time bombs”
• Change is a criticism of
my past performance
• Too high a cost for me/us
• Don’t trust the Change
Agents
• Nobody asked my opinion
• Don’t trust the Sponsors
• Low personal reward
• Too much disruption
• The change is Irreversible
• Doesn’t solve the problem
• Can’t see it’s relevance to
my/our work
• Change not supported
• Negative outcomes
• Caused a loss of jobs
• Loss of status for me
Two Approaches To Making Change
#1
The HAMMER approach
THE HAMMER APPROACH TO CHANGE
Decide what changes are necessary
Dictate the required changes to “Targets”
Expect compliance and go on
Punish those who resist
Two Approaches To Making Change
#2
The PLAN & MANAGE approach
PLANNING & MANAGING THE CHANGE PROCESS
1. Define the FUTURE STATE
2. Identify the Steps to Thaw, Shape & Refreeze
3. Design the Change Implementation Plan
4. Implement, Monitor & Support the Change
Two Approaches To Making Change
#2
The PLAN & MANAGE approach
PLANNING & MANAGING THE CHANGE PROCESS
An effective Communication Plan
A useful Education & Training Plan
A meaningful Reward & Celebration Plan
Communication Plan
CURRENT STATE
THAWING
 Explain upfront why the
change is necessary
 Validate the Current
State
 Clearly define the
Desired State
 Identify what is not
going to change
 Focus on future
positives
TRANSITION
RESHAPING
 Repeat the Desired
State message again and
again
 Provide information
and answers in a variety
of ways
 Create safe ways to
express resistance
 Honor the old ways
 Bury the old ways
DESIRED STATE
REFREEZING
 Show the distance
people have come
 Communicate
positive results of
Desired State
 Acknowledge the
price they have paid
 Thank them for their
efforts and the results
Education & Training Plan
CURRENT STATE
THAWING
 Identify competencies
and performance levels
required in the Desired
State
 Assess gap between
current knowledge/skill
level and desired level
 Plan training outlines
and implementation
process & schedule
TRANSITION
RESHAPING
DESIRED STATE
REFREEZING
 Carry out training plan
on schedule
 Measure the
performance levels
 Provide training about
change and the change
process
 Provide refresher
courses as needed
 Tie training to the
Desired State
constantly and
consistently
 Design curriculum
for new hires and
career development
Reward & Recognition Plan
CURRENT STATE
THAWING
 Examine current
performance measures
 Identify behaviors that
are desired and need to
be encouraged
 Develop new
performance measures
that support the
Desired State
TRANSITION
RESHAPING
DESIRED STATE
REFREEZING
 Stop rewarding old
ways and undesirable
behaviors
 Recognize behaviors
that support the
Desired State
 Reward incremental
steps toward new
performance levels
 Reward achievement
of new performance
measurements
 Reward those who
surface resistance by
including them in the
“Tweaking”
 Do not reward or
ignore undesirable
performance
 Penalize destructive
behaviors
The KAIZEN BLITZ
The Team’s
The “Planning
Tools” are used
Planning
to help the Team
plan all the details
Tools
for a successful
Implementation
MATERIALS & SUPPLIES NEEDED
Things to consider!
Any Special Hand Tools?
Cleaning Supplies?
Special Carts / Cabinets / Stools / Benches?
Area Layouts - Drawings - Flowcharts?
Flipcharts - Markers - Tape?
Logbook - Follow Ticket - Inventory Sheet?
Work Instructions - Procedures?
Kanban Cards - Boards - Racks?
Safety Equipment?
Visual Signage / Markings?
Product Inventory?
Communication board?
What is needed?
When is it
needed?
Who is responsible for
providing it?
Date
Complete
MEASUREMENTS
Things to consider!
What are the "key" measurements we will track?
What data is needed for those measurements?
How will the data be acquired?
How often will we acquire the data?
Who's help is needed for acquiring the data?
Who will be responsible for accurate data collection?
Who will be responsible for providing the reports from the collected data?
How will the reports look?
How often will the results be reported?
Who will the results be reported to?
What method will be used to communicate results?
How long will we continue to measure and report?
OUTSIDE SUPPORT NEEDED
Things to consider!
Access to accurate Current / Historical Data?
Procurement of new Machine - Tool - Equipment.?
Changes to Machine / Tool / Fixture / Etc.?
Physical or Floor Layout changes are needed?
Changes to Production Schedule or Inventory?
Movement of Machinery / Tables / Etc.?
Electrical wiring needs / changes?
Construction of any kind?
Management support?
Drawing / Design / Procedure updates?
Painting / Floor or Wall changes?
What is the need?
Who can
supply it?
When
is it
needed?
Who will
arrange it?
Date
Complete
COMMUNICATION PLAN
Who must we
communicate with
before, during and/or
after the Kaizen Blitz?
(Line workers?
Management? Blitz
Team? Support
personnel?)
When must the
communication
happen?
(Before/during/after
the implementation?
How often?
Beginning of/during
or end of the
day/week/month?)
What content must be included
in the Communication?
(Implementation update? Current
challenges? Positive/negative results?
Operator input/ideas?
Performance reminders? Recognition? etc.)
How will the
content be
communicated?
(Special meeting?
One on one?
Visual boards?
Newsletter?
Included in the
Training?, etc.)
Who is responsible
for planning &
implementing the
communication plan?
Blitz Team member?
Supervisor or other
Management?)
TRAINING PLAN
What Knowledge or Skills are
needed?
What content must be included in the Training?
Things to consider!
Current state data - Future state
data - Pertinent Lean
method/tools - Kaizen goals Kaizen advantages - New work
design details - Outcome
expectations - Measurements
used - Performance expectations
- Kaizen Blitz events and
schedule - Communication plans
- New skill development - Cross
training
Who needs the Knowledge or
Skill?
Who will design &
develop the Training
Materials and Format?
Who will teach it?
When will it
be delivered?
Date
Complete
KAIZEN BLITZ
It’s all about effective . . .
PREPARATION
BLITZ “EVENT”
FOLLOW-UP
?
?
What They Didn’t Tell You
in Lean Training
About Managing Change
?
?
Tom Schulte
TS Consulting