Managing change is most difficult process in any organisation and requires support of external forces and systematic Implementation of steps of change management. Many of improvement initiatives fail because of lack of following steps of change management.  Generally people are used to do things in a certain way, once any new method is introduced, there is resistance which is caused by various fears & some times ego.  Here are steps of managing change in your organisation:

• Create sense of Urgency:unless a sense of urgency is generated, no one will be serious on change efforts. creating sense of urgency requires identifying gaps between current & desired situation and dealing with initial resistance. Individuals generally resist because of habits, comfort zones, job security fears & ego. Organisational resistance is caused by threat to established power structure, threat to established resource allocation.  To overcome resistance Positive of negative impacts of changing and not changing must be identified and communicated to every one
• Create Vision of Change: A positive vision of outcome of change must be created and communicated to every one. Positive vision covers benefits to individuals and to organisation if new methods were adopted and how it will everyone become and perform better on their roles. Vision of change should be BOLD, Positive and inspiring.
• Develop Support Teams: to lead the change, support team must be created of people who have initially given positive response to Sense of urgency and positive vision of change. Role of support team is to help implement change across the organisation
• Communicate & Train to change paradigms: Regular communication and trainings on changing paradigms with real life examples are key to to sowing seeds of changing the mindset.
• Empower & Involve: Involving team members in process of change is key to get buy in. only once people are involved, they will be able to see positive impact of change. Just telling people to follow without involving will always create a negative environment and will result in more resistance.
• Create Short Team Wins, Reward & Recognise: Efforts of Involved team member must be appreciated and celebrated. More the appreciation of efforts, more will be the increase in adoption of change efforts.

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Standard work for leaders, the engine of lean kaizen management, is the highest leverage tool in the lean kaizen management system. Leader standard work provides a structure and routine that helps leaders shift from a sole focus on results to a dual focus on process plus results. This change in focus is crucial to the success of a lean operation. Moreover, it is perhaps the most difficult thing to accomplish in a leader’s personal conversion from batch and queue to lean thinking. Leader standard work aids this conversion by translating the focus on process, an abstract concept, into concrete expectations for the leader’s own specific job performance. Just as standard work elements in a production workstation provide a clear and unambiguous statement of expectations, the same is true of standard work for leaders.

Leaders’ work is rarely timed this closely. Even so, it is important to pay attention to the total work content called for in leaders’ standard work to be sure they can perform it effectively and thoroughly.  Leaders’ standard work includes coverage of visual controls and executing the daily accountability process. Follow leader standard work and you maintain the principal elements of the lean management system. Maintain the lean management system, and you maintain the health of your lean production system and enjoy its results.

Leader standard work includes some tasks that are specifically sequenced to happen at indicated times. Others occur once a day, once a week, or as the need arises. Some tasks repeat several times every day. Leaders’ standard work differs markedly from operator standard work in one important respect.Leaders should have their standard work with them virtually all the time, whether on a clipboard, printed on a card, in a daily planner, or in a digital device. The leader should note completion of the indicated tasks on the standard work form.

With leader standard work, the lean management system becomes process-dependent, not person-dependent. One benefit is continuity of basic practices across changes in incumbents, which minimizes variability that might destabilize the production process. But more important is a second benefit is that leader standard work quickly allows an organization to raise the game of the existing leadership staff, or highlight those unable to make the transition. Leader standard work does this by presenting a clearly stated recipe—the standards for expected behaviors for leaders in a newly lean environment.

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