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Lean Six Sigma - DEMO
Topic 13

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Topic 13: Leading Change: The Essence of Lean Six Sigma
13.1 Learning ObjectivesThis is the current section.
13.2 Introduction
13.3 Leadership: The Big Picture Leadership: The Big Picture
13.4 Leading a Lean Six Sigma Implementation
13.5 Change Management: The Cycle of Change
13.6 Tools: Forcefield Analysis
13.7 Conclusion
13.8 End-of-Topic Case: O.C. Tanner: The Quest for Cultural and Operational Change
13.9 Discussion and Practice
13.10 End-of-Topic Knowledge Check

13.1 Learning Objectives

A Venn diagram encircled by a cycle with Strategy at the top leading to Competitive Environment, leading back to Strategy. In the Venn diagram there are three circles. The top circle reads Operational Excellence; the bottom-left circle reads Lean Six-sigma Tools; the final circle reads Implementation, under which it says “Cultivating Culture” and “Leadiing Change”.

Learning Objectives

Define leadership and discuss the difference between leadership and management.
Identify and describe the three types of leaders needed to effectively implement a lean six sigma program. Be sure to describe the specific roles of each managerial type.
Discuss the question, “Why is change so hard?” Then discuss the Cycle of Change and how the five steps can be used to guide a new lean six sigma implementation.
Be able to apply forcefield analysis so you can identify viable managerial interventions to amplify driving forces and attenuate resisting forces.
Define the 5-second rule and explain how it works and why it is so conceptually powerful. Describe how you could use the 5-second rule to effectively implement the Cycle of Change.

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