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The Emotional Side of Lean: Change Management at ThedaCare

An organization may need to improve its processes, but if it does so without considering the emotions and concerns of its employees, those improvements will not yield the desired results.

Type: Case Studies  Topics: Employee Communications, Human Capital Management, Employee Communication, Employee Training & Development, Lean, Business Excellence, Quality, Employee Feedback Programs, Change Management, Organization and Management, Employee Satisfaction and Engagement, Process Improvement, Process  Processes: 12.4.1.10 Assess cultural issues, 12.4 Manage change, 12.4.1 Plan for change, 12.4.2.2 Develop change management plans, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1.13 Determine change enablers  Industry: Healthcare 
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APQC's Seven Tenets of Process Management in Depth (Collection)

Process management can revolutionize the way an organization does business and generates value.

Type: Product Collection  Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Maturity Assessment, Performance Measurement, Change Management, Organization and Management, Organizational Improvement, Process Improvement, Culture, Process Management, Process Mapping, Organization Structures  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.7 Understand current state, 12.4.1.8 Define future state, 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.5 Identify enterprise core competencies, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.8 Migrate to new organization, 1.2.6 Develop and set organizational goals, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.4.2.2 Develop change management plans, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change 
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Use Measures to Promote a Culture of Quality

Measures can be motivators. This article describes how organizations can implement measures as part of an effort to develop a culture of quality within the enterprise.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Change Management, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement, Culture  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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Best Practices in Change Management: The Seven Tenets of Process Management

Change management is at the core of any improvement or initiative.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Culture, Process Management  Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.4.1.10 Assess cultural issues, 12.4 Manage change, 12.4.1 Plan for change, 12.4.2.2 Develop change management plans, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.13 Determine change enablers 
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The Human Development Value Stream

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.

Type: Presentations  Topics: Lean, Business Excellence, Quality, Change Management, Organization and Management, Safety and compliance, Human Capital Management, Employee Training & Development, Learning management systems  Processes: 1.1.3.5 Identify enterprise core competencies, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1.1 Establish performance measures, 12.1.1 Create enterprise measurement systems model, 12.4.2.3 Develop training plan, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change, 12.4.3.3 Support transition to new roles or exit strategies for incumbents, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment 
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The Human Development Value Stream (Slides)

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.

Type: Presentations  Topics: Lean, Business Excellence, Quality, Change Management, Organization and Management, Safety and compliance, Human Capital Management, Employee Training & Development, Learning management systems  Processes: 1.1.3.5 Identify enterprise core competencies, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1.1 Establish performance measures, 12.1.1 Create enterprise measurement systems model, 12.4.2.3 Develop training plan, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change, 12.4.3.3 Support transition to new roles or exit strategies for incumbents, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment 
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Improving Health Care Processes and Quality of Care (Slides)

An industry that often sees itself as very different from other industries, health care can be resistant to "business process management."  Cameron Keyes explains how The Ottawa Hospital translated business process ...

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Process Improvement, Process Management  Processes: 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Healthcare 
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Improving Health Care Processes and Quality of Care

An industry that often sees itself as very different from other industries, health care can be resistant to "business process management."  Cameron Keyes explains how The Ottawa Hospital translated business process ...

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Process Improvement, Process Management  Processes: 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Healthcare 
  • Relevance: 63%
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Managing Change (Collection)

Most improvements in organizations require some degree of change. Navigating new territory and supporting employees through the change takes planning and care.

Type: Product Collection  Topics: Business Excellence, Change Management, Organization and Management  Processes: 12.4 Manage change, 12.0 Manage Knowledge, Improvement, and Change  Industry: Computers, Financial Services/Banking, Software, Transportation/Freight Carriers 
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Best Practices Implementation Roadmap

Implementing best practices can feel like a complex, daunting task, especially after all the effort it took to identify and select the best practices in the first place.

Type: Tools and Templates  Topics: Benchmarking, Business Excellence, Continuous Improvement, Process, Change Management, Organization and Management, Process Improvement  Processes: 12.4.1 Plan for change, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.3.4 Monitor change 
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