Creating change is not easy, neither is coming up with fresh ideas and perspectives to prompt those changes in the first place! Below I provide a model for change management and a list of change/improvement idea prompts.
First of all here is an eight stage process for implementing change referred to as Kotters Model.
- Establish a sense of urgency
- Create the guiding coalition
- Develop a vision and strategy
- Communicate the vision
- Empower board based action
- Generate short term wins
- Consolidate gains and produce more change
- Anchor new approaches in the culture
Of course before you implement change you need to know what you want to change too! So here is a set of ideas may be just want you need to help spark an idea! You can use this to systematically go through when you need to create improvements.
For example if you want to improve workflow what sort of things could you consider to help you do just that? You could focus on (from below) B14 Minimize handoffs and B16 Find and remove bottlenecks for example. What about managing time or avoiding mistakes? In the table below are 70 tips to help you focus on improvement. Once achieved, then you can use the 8 step process to actually implement those improvements.
CHANGE CONCEPTS
|
Category |
Change Concept |
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A. Eliminate Waste |
1 |
Eliminate the things that are not used |
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2 |
Eliminate multiple entry |
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3 |
Reduce or eliminate overkill |
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4 |
Reduce controls on the system |
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5 |
Recycle or reuse |
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6 |
Use substitution |
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7 |
Reduce classifications |
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8 |
Remove intermediaries |
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9 |
Match the amount to the need |
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10 |
Use sampling |
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11 |
Change targets or set points |
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B. Improve Work Flow |
12 |
Synchronize |
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13 |
Schedule into multiple processes |
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|
14 |
Minimize handoffs |
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15 |
Move steps in the process close together |
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16 |
Find and remove bottlenecks |
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17 |
Use automation |
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18 |
Smooth work flow |
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19 |
Do tasks in parallel |
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20 |
Consider people as in the same system |
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21 |
Use multiple processing units |
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22 |
Adjust to peak demand |
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C. Optimize Inventory |
23 |
Match inventory to predicted demand |
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24 |
Use pull systems |
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25 |
Reduce choice of features |
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26 |
Reduce multiple brands of same item |
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D. Change the Work Environment |
27 |
Give people access to information |
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|
28 |
Use proper measurements |
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29 |
Take care of basics |
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|
30 |
Reduce demotivating aspects of pay system |
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|
31 |
Conduct training |
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|
32 |
Implement cross-training |
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|
33 |
Invest more resources in improvement |
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|
34 |
Focus on core processes and purpose |
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|
35 |
Share risks |
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|
36 |
Emphasize natural and logical consequences |
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|
37 |
Develop alliance/cooperative relationships |
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E. Enhance the producer/customer relationship |
38 |
Listen to customers |
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|
39 |
Coach customers to use product/service |
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|
40 |
Focus on the outcome to a customer |
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|
41 |
Use a coordinator |
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|
42 |
Reach agreement on expectations |
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|
43 |
Outsource for “free” |
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44 |
Optimize level of inspection |
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|
45 |
Work with suppliers |
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F. Manage Time |
46 |
Reduce setup or startup time |
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|
47 |
Set up timing to use discounts |
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48 |
Optimize maintenance |
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49 |
Extend specialist’s time |
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50 |
Reduce wait time |
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G. Manage variation |
51 |
Standardize (create a formal process) |
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52 |
Stop tampering |
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53 |
Develop operational definitions |
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54 |
Improve predictions |
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|
55 |
Develop contingency plans |
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|
56 |
Sort product into grades |
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|
57 |
Desensitize |
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|
58 |
Exploit variation |
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H. Avoid mistakes |
59 |
Use reminders |
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|
60 |
Use differentiation |
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|
61 |
Use constraints |
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|
62 |
Use affordances |
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I. Focus on the product or service |
63 |
Mass customize |
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|
64 |
Offer product/service anytime |
|
|
65 |
Offer product/service anyplace |
|
|
66 |
Emphasize intangibles |
|
|
67 |
Influence or take advantage of fashion trends |
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|
68 |
Reduce the number of components |
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|
69 |
Disguise defects or problems |
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|
70 |
Differentiate product using quality dimensions |
(Reference: The Improvement Guide, Langley, Moen, Nolan, Nolan, Norman & Provost)
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