Tag Archives: Change Management

Lean Strategies

lean doing more with less gary tremolada

2 words “Eliminate Waste”, that is the core of Lean. From manufacturing processes all the way to the home and office.

Some terminology that would be useful to know in your organisation.

Error Proofing; removing the possibility of error in a process. eg think of a form that you fill out online that doesn’t allow you to move on to the next page without filling in the all required information.

a. Eliminate, remove the error completely

b. Replacement, of a human with an automation

c. Facilitate, make the process as simple as possible to prevent error

d. Detection, a system or process to identify the potential failure

e. Mitigation, know that errors will occur and use a process to control.

Kaizen; incremental improvement.

Kanban; Pull system, that is when an order is actually generated. Reducing inventory holding etc.

JIT: Just in Time,in manufacturing and other industries where orders have been place a request for parts or services is generated.

Waste: Also known as Muda.  A useful acronym T.I.M.W.O.O.D. Transport, Inventory, Motion, Waiting, Overproduction, Over-processing and Defects.

Value Stream Mapping: Determining the value added to a product as it goes through a manufacturing process.

Balanced production: When all operations produce at the same cycle time.

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Where to from here?

Don’t make the fatal mistakes that most organisations make and that is use an unplanned process and almost pick and choose what they apply Lean to. Think about it carefully collaborate with the team  and do the things that will give you the fastest most sustainable results. It is a change process that works with other change processes like ADKAR.

5 Rules To Follow

  1. Specify Value: Your focus is on the end user, never the shareholder, manager, senior managers or  politics. The focus is about creating value for the end user and in turn as a consequence you’ll create a competitive advantage.
  2. Identify the value stream: identity how value is delivered in the product or service. Where does it add value to the the product or service that is valued by the end user.
  3. Flow: You need to complete steps 1 and 2 before you create a flow of what it will look like.
  4. Customer Pull: Enable the customer like in Kanban to pull the product from you in other words create enough demand that the customer is chasing the product or service, rather than pushing the product onto the customer.
  5. Pursue Perfection: Constantly seek to get the product or service better and better.

Look around where you are. There are a myriad of things that have to be solved. What are the things that will add real value to the end user and start there. Process map the current process so you can clearly see where waste occurs and check the assumptions you’re making. Remember anything you change will have repercussions somewhere in the business check the interdependencies. If this does work incrementally, complete a Kaizen Blitz(start from scratch).

Remember your value to your organisation is the way in which you can deliver real and sustainable value.


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Business Process Re-Engineering

Michael Hammer and James Champy  in the 1990’s popularised Business Process Re-Engineering (BPR) as a way for less agile organizations to come out of the dark ages and into the information age. The focus was on automating any thing that didn’t add any value.

Busines Process Reengineering BPR gary tremolada

What the authors wanted the model to achieve was to look at a business with a clean sheet and start from scratch. Remove the things that really didn’t contribute to the overall value of the business and end users. In other words focus on “outcomes” not tasks and look for synergy/interdependence in the organisation rather than the silo’d looking organisation. This type of process has been used in almost every industry from making an application for a credit card to applying for loans, paying bills on line, self serve check outs,call centres,  self serve petrol stations etc. Seamless delivery of service rather than the clunky way things were done pre 1980’s.

This clean sheet approach was about making marked improvements not small tweak like improvements that in reality just maintained the status quo. Focus on transformational change and questioning the assumptions that business leaders made and asking the end user what they wanted and what was the real “pain”.(time, cost, availability etc)

Things not do do.

  1. trying to fix a process instead of changing it.
  2. trying to make it happen from the bottom up(need legitimate power).
  3. Settling for minor inconsequential results that don’t add value to the overall outcome.
  4. Getting bogged too much in the detail that will lead to the failure of the process.
  5. Not using “fit for purpose” resources.
  6. Focusing to much time and effort on design(it wont be perfect but it needs to be functional)
  7. Using the mindset of how it “used” to get done rather than the way could be be done.
  8. Taking people feelings into account when undertaking change. That is not to say you don’t care but you do not want to be caught in a situation where the feeling of the few outweigh the survivabilty of the organisation. Change is always difficult, there a different models that can be used to  create engagement with the team. Just remember for some people in a change process there a winners and losers. That’s change, adaptability and resiliency are key traits.

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Bridge’s Transition Model

The Bridge’s model identifies 3 phases in a process where people gradually the new environment or business landscape.

The focus is  on transition, not change. The difference between these is subtle but important. Change is something that happens to people, even if they don’t agree with it.

Transition, on the other hand, is internal: it’s what happens in people’s minds as they go through change. Change can happen very quickly, while transition usually occurs more slowly.

Bridges model situational leadership gary tremolada


1. Ending 

End what used to be , identify who is losing what, openly acknowledge the loss, mark the endings and continuously repeat information about what is changing and why.

2. Neutral Zone

Individual within the organisation feel disorientated with falling motivation and increasing anxiety. Ensure that people recognise the neutral zone and treat it as past of the organisations change process.

3. New Beginning

Gain acceptance of purpose; communicate a picture of how the new organisation will look and feel; Communicate and gain a step by step understanding of how the organisation will change


You can use the model to understand how people feel as you guide them through change. I clarifies the psychological effect of change.


While the model is useful for implementing change, its not a substitute for other change management approaches. It can’t be used as an independent change management model.

Does your organisation require a change (hard restart) or a transition (soft restart). It really depends what the organisation is looking to do.

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Kotters 8 step change model

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Thinking about implementing a change in an organisation, this model is structured and linear form of creating change. Kotter suggests that 75% of the organisation needs to have bought into the change in order for it to get traction.

1. Create urgency, the big reasons, identify the threats and would /could potentially happen in the future. what it will mean to the organisation and the individuals.

2. Form a powerful coalition

Identify the leaders that are on board and are able to influence. Coach this team and skill them for the work ahead and there will be a lot of it.

3. Create the vision for change

Where do you want to be? How will you make decisions to ensure there is consistency of decisions? Define the values and behaviours.

4. Communicate the vision

Give a compelling reason for moving forward. Have a communication plan that is consistent with the vision. Then ensure you lead by example, make the difficult decisions and show incremental wins.

5. Remove Obstacles

If it’s not adding to the end result remove it. Anything, that doesn’t get you closer to the vision and mission is taking you away from it.Remove obstacles and reward people for doing so.

6. Create short term wins

This will keep the detractors from sabotaging your progress in the change. Show the team that you are making progress to the goal. quick wins are important. Look at tasks in the project that will demonstrate the quick wins.

7. Build on the change

Keep a lessons learned log, so that you don’t repeat the same errors in the workplace. this will increase the learning organisations capability and your team. Use Lean/Kaizen principles to get results. Share the information in the communication plan. Its better to over communicate in some circumstances than to under communicate.

8. Anchor the change in corporate culture

Reinforce the change, and refer to the wins and how you won. This should become part of your corporate identity. Recognition programs are useful.


1.Focus on buy-in of employees as the focus for success

2.Clear steps which can give a guidance for the process

3.Fits well into the culture of classical hierarchies


1.The model is clearly top-down, it gives no room for co-creation or other forms of true participation.

2.Can lead to frustrations among employees if the stages of grief and individual needs are not taken into consideration.

Further articles

Part 1 Kotters change model 
Part 2 Kotters change model
Part 3 Kotters change model
Part 4 Kotters change model
Part 5 Kotters change model
Part 6 Kotters change model
Part 7 Kotters change model
Part 8 Kotters change model