HowtoChangeCulture

8/7/2019 HowtoChangeCulture

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ASPECTS of CULTURE



What is Cul t ure?

Culture is a set of basic assumptions that

defines us. It covers a variety of things

such as:

� what things mean

� how to react

� what actions to take in a certain

situation.



T h e Power of Cul t ure

Human Beings are Creatures of Habit

Our brains are not abstract reasoning

machines

Human Beings are Social Animals

We do not single-mindedly pursue self-interest, we have a strong need to belong



Att i t udes

Attitudes can be powerful forces for, or

against, change.

Collective attitudes multiply that force

significantly. (Union, work-cell,

functional department, etc.)



C hang e is Difficul t

Resistance to Change Comes from

Many Sources

Fear of Loss of Power

Fear of Loss of Value (i.e., losing jobs,

having experience discounted)

Anxiety about New Skills Being Required Past History (failed programs, past

management attitudes, etc.)



H ow is C hang e Resis t ed?

Suppressed Anger ± Shut Down, Don¶t

Talk, Sit There Fuming and/or Sulking

Displaced Anger ± Don¶t Get Mad, Get

Even

Outward Anger ± Emotional Outbursts



N o n- Co nt i n uous Improveme nt

People resist change and this mindset willcause people to backslide.

Don¶t let supervisors and managers to leaveimprovements until they¶ve ³made thenumbers´.

Tendency is to rely on others for improvements.

Even when people want to improve they maynot have the improvement skills.



Ple nty of Excuses ! ! !

³That¶s not our problem.´

³We don¶t have the time.´

³We tried that before.´

³It costs too much.´

³The union will scream.´On, and on, and on«««««««.



Sub - Cul t ure #1

C.A.V.E People (Citizens Against Virtually Everything) ±An individual or member of a group who is againsteverything that didn¶t require their input or which

would disrupt the status quo.

(There are even rarer, more elite members of this sub-culture -

EAVEs or ³Executives Against Virtually Everything´)

*



Sub - Cul t ure #2

³SQUINTS´ ± People who stare at their computer

screen all day and only trust what ³their ́ computer

screen tells them.

*



TOOLS & REMEDIES



B uildi ng th e Cul t ure for Le an

Culture is a key factor in implementing andsustaining a lean transformation:

Re-shaping the way people think about their work The way they problem solve

How people interact with each other

How performance is managed and measured

It is about breaking down bad habits and

forming good habits that align with thetransformation.

*



T y pes of Or gan iz at io na l C hang e

TOP DOWNBOTTOM UP

CONSTANTSPORADIC

RADICAL

EMERGENT PLANNED

INCREMENTAL

*



Commu n ic at io n is Ke y

Monthly communications meetings for employees on the state of the business.

A presence on the shop-floor to allowcommunication between workers andmanagement.

Performance information posted onboards relevant, and up-to-date.



G o a l Se tt i ng

Initially, very narrow, very focused goalswere set

Safety Output

Delivery

Keep it Simple ± Focus on things thatmatter and those which can be affected

Everything can¶t be fixed overnight

HAVE A PLAN ! ! ! ! !



C hang e th e Te a m an d Respo n sibili t ies

Bring in new faces to fill gaps in skills,

knowledge and attitude

Change roles for existing team

members to utilize their skills better

Specified performance objectives for

everybody

*



G o for th e Low - H ang i ng Frui t

Identify simple projects that will have animpact to help prove the benefits of

LEAN

Early ³WINS´ are needed to combat theC.A.V.E people

Don¶t Try to the Hit the Ball Out of Stadium on the First Swing

*



Ide nt if y a C ha mpio n

The Champion must have the ability to:

Recognize and Identify Waste

Have the Courage to Call it Waste

Have the ³Intestinal Fortitude´ to Eliminate It

May Require an Outside Resource (i.e.;go acquire one)

*



Rules for th e C hang e Ag e nt/ s

Stay Focused ± Don¶t allow the vision of the

end process to get diluted by the naysayers

who can¶t support their excuses, ³why it won¶twork.´

Keep Your Sanity ± You may be challenged,

ignored, and possibly regarded as completely

insane with your ³new´ ideas. Some of you

will experience all of these.

*



T H I NG S TO REMEM B ER



Remember T h is Duri ng Your Tr an sform at io n

� Implement Lean in ways consistent with your organization¶s culture.

� Lean may not be an easy journey, but it is theright path and the benefits are worth it.

� Lean is more about a mind-set than it is any

specific tool.

� Resistance will happen.

� Must have an empowered Champion



Remember (Co nt i n ued)

Go for the ³WINS´ in order to help buildmomentum and isolate the C.A.V.Epeople.

Celebrate when appropriate. It takes

work (and trust) on the part of manypeople, let them know it is appreciated.

Lunch, Cookout, shirts, etc. Keep it Simple!

HowtoChangeCulture

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