A Lean Transformation Project

A Lean Transformation Project

Lean Transformation Project

The Kotter Model is probably the most used change management model in the last decade. This model was developed by John Kotter who outlined that change management needs to follow an eight-step process:

  1. Establishing a sense of urgency  -> WHY
  2. Creating the Guiding Coalition -> Lean IT team
  3. Developing a Change Vision -> True North
  4. Communicating the Vision for Buy-in -> Workshops and Kick-off meeting
  5. Empowering broad-based action -> Lean Academy
  6. Generating Short-term Wins -> Select appropriate project
  7. Never Letting up -> Coaching
  8. Incorporate changes in the culture ->  lean coaches and onboarding programme

As reflected above, all 8 steps identified by Kotter are covered within the Pink Elephants Lean transformation program using the typical Lean Transformation approach, as illustrated below.

Prepare for change by making a Change story that addresses urgency and vision

A sequential approach (waves) designed by logic.
(Value stream, teams, etc.)

(Cycles of continuous improvement)

Focus on data with emphasis on:

  • Value and waste identification
  • Establishing the baseline plus the potential for improvement

Focus on people and process with emphasis on:

  • Attitude and behavior
  • Capturing identified improvement benefits
  • Embedding Kaizen

Wave N

In Lean transformation projects, we use the phased approach represented by several waves: Adopt, Adapt, and Apply.

Adopt: Knowledge transfer and Personal development

Adapt: In the adopt we encourage employees to get the know about general Lean principles and learn key terms and phrases. Once the necessary knowledge is at a right level

Apply: Lean Coaching Sessions (Kata) around topics such as “Value Stream Mapping in practice” or “How to translate the VOC to a CTQ tree”, “Visual Management in practice” Lean Coaches

A kata typically refers to any basic form, routine, or pattern of behavior. Recognisable patterns of behavior and clear expectations make it easy to recognise abnormalities (problems) and also serve as a basis for improvement, setting, and attaining higher standards.

In lean management, kata refers to two linked behaviors: improvement kata and coaching kata. Improvement kata is a repeating a four-step routine by which an organization improves and adapts. It makes continuous improvement through the scientific problem-solving method of plan, does, check, act (PDCA) a daily habit.

Lean IT Foundation

By implementing lean, your company can nurture a different mindset in individuals which in turn leads to culture change. For organisational change to occur, the lean way of working must spread, be formed into a proposal, and find sponsorship. The idea-generators and the sponsor are important roles in the change.

The Key Lean IT Principles You Need To Know

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Kate Hamblin

Senior ITSM Consultant +44 0118 324 0620

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