![]() ![]() Surely in today’s
market of complex and relentless business challenges everyone in an
organisation needs to take on the responsibility of solving workplace problems
and this requires a formal structured approach. If you were to ask 20
random people within your organisation to spend ten minutes and write down
what is their approach to solve simple daily business problems, what would the
summary show? By Mark Stewart ![]()
![]() “Where there is no standard, there can be no kaizen.” – Taiichi Ohno. This quote is used frequently to emphasise the importance of standardised work such as systems and work processes – but it is also important to have a standardised problem solving process across the organisation Deploying a very simple version of DMAIC provides a very light but effective method to leverage the strengths of LSS to all employees. It should be:
Driving habitual use - a culture change model A large scale employee training program would have little payback if it was not supported by a strong change management strategy to drive regular use. Here the powerful and portable change management model recommended is Influencer™ (New York Times Best Seller) by VitalSmarts. This proven, yet simple model can help ensure the behaviour change of employees across the organisation to achieve that vision of all employees using simple DMAIC for problem solving. It focuses on a few high-level ‘vital behaviours’ that are driven by strategies from six-sources of influence. Understanding these vital behaviours and also the ‘crucial moments’ when they must demonstrate the use of that vital behavior is key – and as these vital behaviours become habit we get the change we need. So the way forward is not just the training but also the change management to go with it and truly make it part of the organisation’s culture. |