An Organizational Development (OD) professional may have a special challenge of change when a company decides to approve the quality initiative program. These programs commonly referred to as continuous improvement (CI) or process improvement programs are popular and used by most Fortune 500 companies. They include but are not limited to ISO, CMMI, Six Sigma, Lean Manufacturing, Lean Six Sigma and quality management. To understand the role of OD professional to change it is important to first understand the CI program in general.
All CI programs are designed to improve the quality and revenue. Each program contains a set of analytical and problem solving tools and statistics to lead employees through some good brand. ISO 9000 – The International Organization for Standardization (ISO) is an international standard-setting committee composed of representatives from various national standards bodies. CMMI – Capabilities Maturity Model Integration – is a process improvement approach that provides organizations with the essential elements of effective processes. Both of these methods require certification from an outside organization. ISO is closely aligned with the electrical and CMMI was created by SEI (Software Engineering Institute) and Carnegie Mellon University with a core focus on software development.
Both ISO and CMMI have expanded their methodology to include management programs and are often used as a marketing advantage. For example, if a company is selling a product is ISO or CMMI certified, it can be considered as well as the companies that are interested in buying products or services. This is especially if that company is established in the same methodology. What is important for OD professional to bear in mind is that the decision to adopt a specific methodology can exclusively as a marketing tool and the ability for workers to adapt can be considered another.
For most workers really thought about improving the process, always involves some sort of gap analysis can be intimidating. Process improvement can mean the elimination of jobs or departments. The key to the CI program is the ability to enter into and respond to current knowledge. Employee resistance, for all the obvious reasons, can hinder the success of the program. If the purpose of CI program is not properly across all lose.
Change management considerations formal programs such as ISO and CMMI are simple with minimal flexibility. If an agency does not follow a set of required steps the agency will not be certified or recertified.
In other CI programs such as Six Sigma, Lean Manufacturing or Lean Six Sigma is a need to change the culture is less structured. This shows its own set of issues for OD Professional as a change agent skills have been acquired. Establish a clear understanding of the CI program, vocabulary, goals and expectations is necessary before communication is released to the employee population. While Six Sigma, Lean Manufacturing and Lean Six Sigma all guidelines review process is not standardized.
Six Sigma is a methodology developed by Motorola designed to eliminate defects. Early adopters include Bank of America, Caterpillar, Honeywell International (formerly known as Allied Signal), Raytheon and General Electric (introduced by Jack Welch). Most Six Sigma organizations rely heavily on the DMAIC model which is an acronym for Define Measure, analyze, improve and control. Six Sigma organizations also rely on martial arts called to explain the various levels of expertise :. White belt, yellow belt, green belt, black belt and master black belt
martial designation also applies Lean Six Sigma companies that incorporate Lean Manufacturing or Lean Thinking – a methodology focused on reducing waste – in Six Sigma program. In some ways Martial designation are useful OD professional as they help identify which organization would be able to offer subject matter expertise. However, martial nomination have not always been seen as a positive change factor. Some organizations, such as Raytheon, have chosen to use the names of all employees and call their experts.
very idea to help employees become better thinkers implies that they are not performing to the best of ability. To succeed, the quality initiative programs to repackaged as part of continuous improvement. When employees are approaching a ‘good to great’ message, it is easier to digest.
The CI movement has been around for a long time. Many site TQM or Total Quality Management as a program that made the CI program popular. TQM is a management strategy designed to raise awareness of quality. The original Quality Management strategy involved quality circles in which all employees involved with the process that was targeted for improvement had the opportunity to provide input. Unfortunately, in modern CI program this step is missing. Members of the project team involved in the implementation of changes are set to find the process owner but are not as concerned with the “everyone involved in the process” basis. This often causes communication problems that hinder the ability OD professionalism to be a successful change agent.
The good news is that OD practitioners are rarely burdened with decision functions to measure and what measurements to use when defining the success of a CI program. In statistics, benchmarking, statistics and tools within each CI program is more of several scaling down information. With most CI application scorecards are used as well. The Balanced Scorecard is a popular template used by many companies independent CI program approved. This scorecard developed by Robert S. Kaplan and David Norton in 1992 has been developed and modified for different industries and departments. The OD professional can be more effective agent for change by studying the areas that the agency has estimated that the most important and understand how CI program is intended to affect in any area.
For OD professional not familiar with CI programs Inspection quality management basics is a good place to start. Quality Management presents most of problem analysis tools and logic is the cornerstone of all CI programs. Since all CI programs promote ways to do things better, faster and cheaper opportunities to leverage change management skill is enough.