"Managing Change" in a new chapter.

  Ask anybody who has been through a "lean transformation" or strategic implementation of some type and they certainly will share with you that one of the greatest challenges associated with real change comes in the form of behavioral change.  We as humans have a tendency to revert back to our natural "ways" as we go through or experience change of any type.  Change itself can be a scary term.  The Merriam-Webster dictionary defines the term in two different forms:

• to make different in some particular: Alter
• to replace with another.

Replace, different, alter these terms can leave employees wondering: "where do I stand in all this change?"  When this happens one of two paths become prevalent: go with the change or cling tighter to what you currently do.  The only way to combat these often-hidden fears and uneasy emotions of "change," is to openly deal with each barrier one by one and include employees in the process.  Here are five tips that will help employees better understand change and feel more comfortable being a part of the "new chapter."
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1. Communicate the direction of the organization with employees.  If the workforce understands the vision of the company at all levels and they understand how lean and six sigma support that vision they are much more likely to accept the change.  

2.  Talking is one thing, doing is another and witnessing is proof.  Top management should show up for kickoffs, be a part of kaizen events and support teams as much as they possibly can.  They can tell people in town halls, newsletters, email blasts and posters, but if people see them doing, it becomes proof of leaderships level of commitment to the Lean or Six Sigma strategy.  As leadership begins to provide funding, support and testimony

of implementation and change it will drive mid-level managers, frontline supervisors and ground level employees to accept and be a part of the change too.

3.  Set clearly laid out targets that can be measured.  knowing where you are headed is one thing and establishing tollgates or checkpoints that are measurable is another.  Change is best done little by little and all parties should understand how successful implementation is defined.  At each successful stage of implementation communication can be shared with the organization and rewards and recognition given for outstanding effort.  Rewards and recognition can help reinforce positive change and acknowledgement of success.  

4.  Train and prepare everyone.  All employees should be a part of at least a basic educational training in Lean and Six Sigma. 

5.  Lean and Six Sigma implementation is not a blitz.  Both strategies take time to develop as the behaviors and culture of the organization align.  You will need to ensure that implementation has enough time for the new tools, methodologies, principles, behavior and culture to firmly take root.  This can range from a year to five years.  You will be much better off with a sustainable strategy in place than a few clean areas.  Sufficient time can be helpful for employees who do not yet understand that lean is a long-term strategy and their support is needed for the "long-haul."

  While these five tips will help in managing the changes that naturally come with Lean and Six Sigma initiatives it is also important to be aware and prepare for resistance.  Like a book pages sometimes need to be turned and paragraphs edited, it is best to have a plan in place prior to implementation that will help you manage forms of resistance.  Taking these steps will help you ensure that when it comes time to publish your story, it's a success.