ChangeManagement變更管理PPT學(xué)習(xí)教案

1、會(huì)計(jì)學(xué)1ChangeManagement變更管理變更管理Introduction第1頁/共69頁LeanError ProofingShop Floor ManagementTotal Productive MaintenanceLayout OptimizationPull SystemsChange ManagementValue Stream MappingSet-up ReductionBatch Size ReductionLean DiagnosticsLean Business CaseIT ToolsPerformance MetricsTheory of Constraint

2、s第2頁/共69頁第3頁/共69頁- Steve Luczo第4頁/共69頁第5頁/共69頁move through change.第6頁/共69頁第7頁/共69頁ORGANIZATIONAL EFFECTIVENESS第8頁/共69頁第9頁/共69頁第10頁/共69頁第11頁/共69頁第12頁/共69頁第13頁/共69頁第14頁/共69頁ORGANIZATIONALCULTURE第15頁/共69頁第16頁/共69頁Stages of Change第17頁/共69頁第18頁/共69頁expect some initial skepticism and an increase in “me” f

3、ocus第19頁/共69頁Adapted from Kubler-Ross第20頁/共69頁Adapted from Elisabeth Kubler-Ross第21頁/共69頁Adapted from Elisabeth Kubler-RossIndifferenceDisbeliefAvoidanceAngerComplainingGlorifying PastSkepticismUnwillingness to participateFuture OrientationInitiativeSelf-sufficiencyConfidenceEnergyRisk-takingTentati

4、venessImpatienceActivity without focusSilence“It will never happen”“It wont affect me”“How can I contribute?”“Lets get on with it”“It wont work”“It used to be.”“The data is flawed”O(jiān)ptimism“Ive got an idea”“Lets try.”“What if.”第22頁/共69頁SEAGATE 04/00 120Facilitative TechniquesFacilitative TechniquesDE

5、NIALDENIALRESISTANCERESISTANCECOMMITMENTCOMMITMENTEXPLORATIONEXPLORATIONPRODUCTIVITYPRODUCTIVITYTIMETIMEAdapted from Kubler-RossCommunicateCommunicate& Clarify& ClarifyEducate &Educate &Re-emphasizeRe-emphasizeAcknowledgeAcknowledge& Advocate& AdvocateFacilitate &Facilita

6、te &EncourageEncourage第23頁/共69頁第24頁/共69頁trapezes. theres nothing to hold on to.”第25頁/共69頁Human Resources YOUYour ManagerChange ManagementSupportEach Other第26頁/共69頁8 Steps to Implement Change第27頁/共69頁第28頁/共69頁第29頁/共69頁nYour Organizational Culture第30頁/共69頁8Be proactive versus reactive. Lead with u

7、rgency rather than manage with reaction. Motivate people8Quickly respond to changing segments of the market and/or changing market demand. 8Recognize movement and activity in your Supply Chain. (“Who Moved My Cheese?”) 8Remember: The River Flows in One Direction.第31頁/共69頁market第32頁/共69頁8If the exist

8、ing hierarchy was working well, a major transformation would not be necessary.8Your team will exist outside the normal hierarchy.8Reform demands activity outside formal boundaries, expectations, and protocol.8Conduct a Stakeholder Analysis.8Team must cover the “skills” territority.8Remember: Teamwor

9、k! Many can WIN the WAR.第33頁/共69頁第34頁/共69頁第35頁/共69頁8Create a picture of the future.8Picture is clear,simple, easy to communicate and appeals to your audience.8Picture clarifies the direction you will move.8Your vision must align with the corporate vision.8Remember: Without vision, you waste time, mo

10、ney, & resources.第36頁/共69頁第37頁/共69頁第38頁/共69頁8Show benefits of new vision.8Demonstrate the current system is inferior: show consequences of continuing the old picture.8Highlight sacrifices from delayed implementation.8Develop a “Communication Plan” to capture the hearts and minds of the troops.8R

11、emember: your team MUST “talk the talk” and “walk the walk.”第39頁/共69頁videotape.nExecutive realignment.第40頁/共69頁8Identify what the lions are: you, job description, organizational structure, apathy, performance appraisal system, a management level, etc.8Eliminate lions in your path through the TEAM.8B

12、uild bridges, as required, to close gaps in current systems, organizations, etc. 8Remember: A lion that reappears can turn your transformation into a memory!第41頁/共69頁第42頁/共69頁8Select small, manageable projects with short timeframe. Proactively manage WINS. 8Create new metrics, as needed, to monitor

13、progress.8Build momentum with continuous improvements. 8Celebrate progress - advertise accomplishments.8Expand ownership - involve more employees.8Remember: Monitor. Monitor! Reward. Reward!第43頁/共69頁第44頁/共69頁8Fight small battles. Set up watch towers; look for lions. They continue to travel.8Proactiv

14、ely manage more short-term WINS8Dont allow one victory to lose overall momentum. 8Create & proactively manage mid-term WINS.8Remember: When victory is declared, the troops go home. Lions sneak back into the battlefield. 第45頁/共69頁ndevelopment of Lean Masters.第46頁/共69頁8New behaviors must be rooted in social norms.8Old behaviors must be universally unacceptable.8Change permeates the corporate bloodstream.8In your absence, the change automatically continues.8Remember: The change is compatible with the Corporate Vision; It will fit like a glove.第47頁/共69頁ninto routine business operati