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PROJECT MANAGEMENT Creating a change culture

ECONOMIC DEVELOPMENT Lean learning opportunities

vague and ambiguous. What follows are some steps to create a Communicate the baseline and the process to create a culture of change. goal; where we are today and where we Create a Sense of Urgency want to be in the future. To spark the initial motivation to Once success is clearly defined get things moving, start an honest people can get their arms around what and convincing dialogue about what’s is needed to transition from current to happening in the marketplace and with future state and achieve sticky change. Puleo your competition. If many people start Utilize diagrams and pictures for talking about the change you propose, people to understand the current state, the urgency can build and feed on itself. Collabora- what transition looks like and the desired state. tion and inclusion are important activities to getting Include information regarding where process and key stakeholders on board. Get feedback from technology will be changed and where training and customers and ask what changes they need from support will be provided. you to stay competitive. And always ask: What’s the Things to do to create a vision of change: impact if we do not change? ■Identify exactly what is going to change from Some things you can do: a process and technology perspective and what’s in ■ Facilitate discussions to identify potential it for the people being impacted by the change. threats, and develop scenarios illustrating what ■ Develop a short summary that captures what might happen in the future. you “see” as the future of your organization and ■ Evaluate strengths that can be exploited to how people fit into the new environment widen your competitive advantage or close a gap ■ Create a strategy to execute that vision. between you and your competitors. Communicate the vision ■ Ask customers and other people in your inDon’t just call special meetings to communicate dustry for input regarding innovation to strengthen your vision. Instead, talk about it every chance you your argument. get. Use the vision daily to make decisions and ■ Provide industry related information that will get solve problems. When you keep it fresh on everypeople to talk and think about change that is needed. one’s minds, they’ll remember it and respond to it. Form an influential coalition It’s also important to “walk the talk.” DemCollaborate with key allies to influence people onstrate the kind of behavior that you want from that change is necessary. Talking about change isn’t others. Reduce obstacles and barriers upfront. enough, you have to lead it and walk the talk. To Identify all potential obstacles and address them lead change, you need to bring together a team, of early on. Map out the stages of the journey your influential people whose clout comes from a variety organization and team members will experience, of sources, including job title, status, expertise, and and develop a plan for managing and navigating political importance. Do not forget to identify and through each stage. In this way, clarity will replace engage the people who are going to be affected by ambiguity, and acceptance will overcome apprechange. Address their motivation, emotional needs hension. Your role as a project manager is to: and their readiness for change. ■ Talk often about your change vision. To form an influential coalition you can: ■ Have senior leaders meet with the people ■Identify the key leaders in your organization who are impacted by the change to address peothat embrace the need for change and ask for their ples’ concerns and anxieties, openly and honestly. commitment to support change initiatives. ■ Apply your vision to all aspects of the project ■Make sure that you have a good mix of people you are leading. Tie everything back to the vision. from different departments and different levels Next month I’ll chat about planning and deliverwithin your company to ensure the word gets out ing change program elements, creating short term across the enterprise. Too often information gets wins, building on the change and anchoring the filtered when it’s only a top down approach. change in the culture. Create a vision for change Larry Puleo a certified project manager (PMP) When people see for themselves what you’re is president of MLP Consultants, LLC which helps trying to achieve, then the directives they’re given companies execute their strategies. Contact him tend to make more sense. People need to underat or visit www. stand the why. The reasons for change cannot be

such as Lockheed Martin, Weiler CorThere are many advantages to lean poration, Gentex, Lehigh Valley Health learning, including delivering value Network, Geisinger Health Systems efficiently, enabling people to lead and and the depot. The event attracted 80 contribute to their fullest potential, continuous improvement practitioners, discovering better ways of working and sharing ideas and insights ranging connecting strategy, goals and meaningfrom deep water drilling to ornamental ful purpose. plant growing. Grossman Becoming a lean leader means inThe depot, faced with travel restricvesting more time in the critical work of tions and being cost-conscious decided lean leadership. This assures that all organizational to hold its second such event and become a processes continuously add value to customers. leader in the lean movement in the region. Brad Lean learning activates persuasion, influence, Jones, a management director at the depot noted negotiation and teaching. that “You’d normally have to pay hundreds of Lean learning can take many forms and apdollars to hear experts of this caliber; here it proaches. There are tools and seminars available only cost attendees the price of lunch.” Speaker that teach this skill. The “lean” word means a Duggan, who is a featured speaker on the Fox customer focus. Value is defined by the customer. Business Network and CNN challenged the audiMaintenance of processes provides value, and pro- ence to “ up their games” by designing processes cesses are run by people. Some of the lean tools and empowering employees to make the flow of include leader standard work, visual control boards work both visual and ”self correcting.” and daily accountability. McCarthy introduced applied behaviorism “Lean” in relation to manufacturing considers into the mix by stressing the reinforcing role the expenditure of resources for any goal other of supervisors in helping employees’ improved than the creation of value for the end customer to processes become deeply ingrained habits.” be wasteful, and thus a target for elimination. Lean Every first-line supervisor needs to be a first-line is defined as any action or process that a customer coach for process improvements to truly become would be willing to pay for. Lean processes gener- rooted in the culture.” ally consist of four parts including people systems, The workshop concluded with a tour of the workspace systems, material systems, and quality Refinishing Center at the depot where visitors systems. Thus, the direction of lean is to improve saw laser stripping technology and other producflow and quality aspects to drive perfection. It imtivity improvements made by rank and file depot pacts the organizational abilities, causing products employees like paint branch leader, Marc Ostroski or services to be initiated that can improve not only who said, “We all want to grow the business, so quality but productivity and profitability for all sec- we all put out best ideas there.” Thus, this region tors of the economy. will glean great benefits from both depot events The Tobyhanna Army Depot experience perhaps with more likely to follow. provides a prime example of what can be done The depot continues as a leader in the region to for lean management training. In 2013, the depot bring new ideas and initiatives to the forefront , and hosted a no cost/low cost Lean learning workshop the lead learning opportunities are designed to fowhere private sector companies were invited cus attention on the newest management principles to present their lean practices in a collaborative that can benefit regional economic development in learning session. The same approach was recently coming years. Continuous improvement is a goal held in June, using a group of Lean experts and that will enhance the role of business developlocal companies who agreed to present their Lean ment and accentuate ways to not only attract new practices at no cost for a group learning session. economic activity across the Pocono-Northeast, There were two notable authors present. They but help retain jobs through the concept of lean were Mr. Kevin Duggan founder of the Institute for learning as a new tool for appropriate growth of the Operational Excellence and Mr. Mike McCarthy, regional economy. consultant and author of “Sustain Your Gains — Howard Grossman is the former executive The People Side of Lean-Six Sigma.” director of EDCNP, now NEPA Alliance. He operates The regional companies present included some HJG Associates in Dallas. Email him at Grossof the distinguished private sector organizations

By Larry Puleo

By Howard J. Grossman, AICP



Northeast Pennsylvania Business Journal March 2015  
Northeast Pennsylvania Business Journal March 2015  

March 2015