| Involvement is a big factor with change | | | | to be, a time frame for getting there, why you |
| management and should be the first thing | | | | want to make the changes, the steps needed to |
| considered when you are thinking about making | | | | get there, and the positive measures for |
| changes to anything within an organization. Always | | | | implementing the changes. |
| think about the people involved. If you are going | | | | The next principle to change management is |
| to make a change to a piece of software used | | | | planning the development. Once you have |
| by several departments, then all of these | | | | determined where you want to be, you can lay |
| departments will be involved. A company works | | | | out the entire plan for achieving the results. This |
| together to reach the same goal. Although, not | | | | should be specific to every person and |
| everyone is performing the same tasks, change | | | | department involved in the entire change |
| management affects everyone. Accounting might | | | | management project. The different milestones |
| want a new piece of software they think is easy | | | | determined should be appropriate and achievable. |
| to use. Maybe the information technology | | | | Don't set goals too difficult to reach. |
| department that needs to support it doesn't | | | | Communication is the final principle of change |
| know how to use it. Not only would this affect | | | | management. Communication should occur at |
| the IT department but it would require the staff | | | | every level of the project and it should involve |
| to go to training as well. | | | | everyone. Communication allows people to feel |
| The current state is very important also with | | | | enabled and it helps facilitate the involvement with |
| change management. The current situation | | | | everyone. Never hold back information about a |
| includes the problems you are trying to remedy. | | | | project during change management because it can |
| Change management usually occurs when you are | | | | cause people not to trust you. If communication is |
| trying to make improvements to a system, as is | | | | thorough, everyone will feel more motivated to |
| the case with Six Sigma. Improvements might | | | | work toward the final goal. |
| include saving the business money or time running | | | | When an entire company makes the decision to |
| processes. When reviewing the current system | | | | implement Six Sigma Processes within their |
| and processes, determine the positive factors for | | | | day-to-day operations, most employees panic. |
| the change and how the processes will be | | | | They are most often already overwhelmed in |
| improved. | | | | their current duties, and see Six Sigma as just |
| The overall goal of 'where you want to be' needs | | | | another 'thing' to add to their daily to-do list. |
| to be clear within a change management project. | | | | Change management is key when it comes time |
| These goals should be determined and outlined | | | | to implement this change. As long as everyone |
| after evaluating the current business situation. The | | | | sees Six Sigma Training and certification as a |
| new processes should be defined and agreed | | | | positive change, and one that will benefit |
| upon with the people who will be running them. | | | | everyone involved, it will be a much easier |
| Determine exactly where you want the business | | | | transition for everyone. |