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Many of my clients and colleagues are forever asking the question “How do we assure sustainability for a Lean Six Sigma Project”. This is by far the most difficult part to achieve and it is all about the people.
Based on my personal scars and experience, any improvement activity is 20% about the tools and 80% about the people and it is people that determine the sustainability so, what determines whether change ‘Sticks’ or not ?
The beliefs, behaviour and actions of individuals all form part of the make up of the ‘Culture’ of an organisation and it is this ‘Culture’ that determines the sustainability of your LSS project, programme or Transformation.
In order for anything to remain in place, it has to be accepted as ‘The norm’ or the ‘Modus Operandi’, or put quite simply, ‘It’s the way we do things around here’.
The change must become part of the culture of the organisation. If it doesn’t, it will always be ‘The stuff we have to do as well as our day job’ and will be dropped at the earliest opportunity.
So, what exactly do we mean by ‘Culture’?
Associated words and phrases….
And that leads us to our next question, what do we need to change the culture?
Firstly, we must begin to change the behaviour, values and beliefs of the leadership. To do this successfully requires skill in building rapport, influencing and sales, as the first step in any change of ANY kind is, DESIRE !
Then we need to find Change agents within an organisation who exhibit a ‘pioneering spirit’. We need to define a ‘picture’ and ‘feel’ of the desired future and plan a strategy and roadmap to make it happen.
Involve as many people as possible who will define it, create a plan and take the actions necessary for it to be realised.
And finally, Effort, skill and patience.
How do we go about creating the desire, which will in turn allow us to begin to change the behaviour, values and beliefs of the leadership? Firstly, answer the following questions:
Until next time,