8 steps to lean six-sigma culture change

(Talk about pointless analysis: happy National Donught Day to all of my American friends!)

Hmm, I’m not sure I agree with this post:

given that Lean/Six Sigma/Concurrent Design are really just a bag of tools from which a skilled mechanic will draw out one that is appropriate

Or even understand this post (perhaps one of my readers can translate this into English).

But I will agree that of course there are tools which are used in lean and six sigma, but you have to get into the philosophy behind lean and six sigma. Pulling tools out of a bag is great and WILL cause improvements to happen but sustainable long-term change will not occur unless driven by top management, who are committed to culture change.

The other problem with just using tools is you tend to get stuck in the Analysis phase. Too much analysis is a bad thing, for example, “the Economic analysis of leaving the toilet seat down“:

the social norm of leaving the toilet seat down in inefficient in the sense that it does not minimize the total cost of toilet seat operations per household. However, both papers fail to address an important concern: If a female finds the toilet seat in a wrong position then she will most probably yell at the male involved. This yelling inflicts a cost on the male. Based on this omission, women may argue that the analysis in these papers is suspect.

So, follow these eight steps to making culture change a reality:

1. Capitalize on Propitious Moments (for example poor financial performance, making sure people actually perceive the need for change)
2. Combine Caution with Optimism (create an optimistic outlook on what the change effort will bring)
3. Understand Resistance to Culture Change (both at the individual level [fear of the unknown, self-interest, selective attention and retention, habit, dependence, need for security] and at the organizational or group level [threats to power and influence, lack of trust, different perceptions and goals, social disruption, resource limitations, fixed investments, interorganizational agreements]
4. Change Many Elements, But Maintain Some Continuity (for example identify the principles that will remain constant) -also consider reorganising the quality function
5. Recognize the Importance of Implementation (initial acceptance and enthusiasm are insufficient to carry change forward; a) adoption –> b) implementation –> c) institutionalization)
6. Select, Modify, and Create Appropriate Cultural Forms (employing symbols, rituals, languages, stories, myths, metaphors, rites, ceremonies)
7. Modify Socialization Tactics (because the primary way that people learn the corporate culture is through the socialization process at the beginning of their employment, if these socialization processes are changed, an organization’s culture will begin to change)
8. Find and Cultivate Innovative Leadership (members are unlikely to give up whatever security they derive from existing cultures and follow a leader in new directions unless that leader exudes self-confidence, has strong convictions, a dominant personality, and can preach the new vision with drama and eloquence)

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