Six sigma project to improve a management of change process

Abstract. Every organization in this modern era experiences challenges of change due to the uncertainty of the organization's environment. In the view of an open system, the organizational environment is described as everything that is around the organization that may influence and be influenced by the organization. Organizations cannot live without the environment, because both are inseparable entities. Thus changes in the environment must be followed by appropriate adjustment steps by the organization in order to maintain its effectiveness. One way to make adjustments appropriately is it requires management with planned management of change. A planned change process will be able to minimize the risks that will be caused. Whereas the unplanned process of change will have an adverse impact on the life of the organization. Therefore, in managing change it is necessary to apply various approaches, and change management models, so that organizations are able to lead strategic changes.

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Change Management in Collaboration

Collaborative Business Process Engineering and Global Organizations ◽

10.4018/978-1-60566-689-1.ch010 ◽

2010 ◽

pp. 239-249

Author(s):

Bhuvan Unhelkar ◽

Abbass Ghanbary ◽

Houman Younessi

Keyword(s):

Change Management ◽

Change Process ◽

Senior Management ◽

Organizational Boundaries ◽

Management Of Change ◽

Managing Change ◽

Technological Level ◽

To Come ◽

Electronic Channels

This chapter discusses the importance, relevance and the activities related to managing change in a business as it undergoes transformation to a collaborative business. One of the most significant changes that needs to take place when collaborative business is undertaken is the redefinition of traditional organizational boundaries. Senior management of the organization must understand the upcoming change process and totally support the change that follows the effort to collaborate through electronic channels. Collaborative business, especially through the use of a collaborative webbased system, will find that other participating businesses are able to come ‘inside’ the organization in order to offer as well as consume services. While this initially happens in the electronic domain, large, service-based organizations that depend on their far-flung collaborative partners will also discover that the management of change is not just at a technological level but also at a socio-cultural level.

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Assessing the change process of Lean Six Sigma: a case analysis

International Journal of Lean Six Sigma ◽

10.1108/ijlss-07-2013-0040 ◽

2014 ◽

Vol 5 (4) ◽

pp. 423-443 ◽

Cited By ~ 26

Author(s):

Suriya Lertwattanapongchai ◽

Fredric William Swierczek

Keyword(s):

Change Management ◽

Six Sigma ◽

Change Process ◽

Success Factors ◽

Case Analysis ◽

Lean Six Sigma ◽

Project Design ◽

Management Process ◽

Content Type ◽

Effective Combination

Purpose – This paper aims to present an integrative conceptual framework of Lean Six Sigma (LSS) as a project and an organizational change process. To assess the process, the LSS success factors are identified. Their impact on both project outcomes and people is determined. Design/methodology/approach – An in-depth review of success factors resulted in a set of indicators related both to the LSS factors and to the change process. A comparative case analysis of three multinational companies (MNCs) implementing LSS in Thailand is presented. The indicators were used to identify patterns in the cases related to effective implementation through content analysis. Findings – The case analysis showed that an effective combination of a strong LSS project design and a comprehensive change management process achieved positive impacts in business results, employee learning and job satisfaction. Practical implications – To be successful LSS cannot only focus on a good project design. Champions and key practitioners must also apply best practices in change management. Originality/value – There are few examples of the integration of LSS project design and the change management process in Asia. Additionally, the case analysis focuses on examples of MNC operations in Thailand. The research supported the importance of integrating change management and project management for success.

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Restructuring that Lasts: Managing the Performance Dip

Journal of School Leadership ◽

10.1177/105268469200200206 ◽

1992 ◽

Vol 2 (2) ◽

pp. 212-224 ◽

Cited By ~ 12

Author(s):

Kenneth W. Eastwood ◽

Karen Seashore Louis

Keyword(s):

School Improvement ◽

Change Process ◽

Major Change ◽

Management Of Change ◽

Early Stages

The literature and research on school improvement and reform tends to focus on the early stages of the change process, and to neglect what happens to make change a more permanent feature of the school's activities. This lack of attention is problematic during a period when the demands for sustained and lasting reform are proliferating. Our paper reviews what is known about institutionalization and the management of change in schools, and develops a model for managing the “performance dip,” the period in the life of any major change activity during which dicontinuation of effort is most likely.

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Application of resilience assessment grid in production of aircraft components

MAD - Magazine of Aviation Development ◽

10.14311/mad.2019.04.01 ◽

2020 ◽

Vol 7 (4) ◽

pp. 6-11 ◽

Cited By ~ 1

Author(s):

Frederika Sekeľová ◽

Andrej Lališ

Keyword(s):

Change Process ◽

Approval Process ◽

Engineering Change ◽

Management Of Change ◽

Current State ◽

Safety Awareness ◽

Measuring Tool ◽

A Company ◽

A Current ◽

Resilience Assessment

The paper evaluates an application of the resilience measuring tool Resilience Assessment Grid (RAG) in the aircraft components production. For the purpose of the evaluation a specific RAG model for a change process is created. The paper contains a description of change process and the approval process of the engineering change proposal. Paper describes BPMN and FRAM models created to support model RAG and which both clarify relations among the functions inside the management of change process. The paper presents a possible approach for the Resilience Assessment Grid model creation. The outcome is a creation of a change process profile in a company producing aircraft components in which change process and approval of the engineering proposed change is managed, and a recording of a current state of four process potentials that can be used by the company management to develop wider safety awareness among employees.

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