How do you manage change and risk in your quality and process improvement projects?

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Quality and process improvement projects are essential for enhancing organizational effectiveness, but they also involve change and risk that need to be managed carefully. In this article, you will learn some practical tips on how to plan, execute, and monitor your quality and process improvement projects while minimizing the potential negative impacts of change and risk.

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1 Assess the current state

Before you start any quality and process improvement project, you need to understand the current state of your organization, process, or product. This means collecting and analyzing data, identifying gaps and opportunities, and defining the scope and objectives of your project. You also need to evaluate the readiness and willingness of your stakeholders to accept and support the change that your project will bring. A useful tool for this is the SWOT analysis, which helps you identify the strengths, weaknesses, opportunities, and threats of your current situation.

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Behnam Tabrizi

Rapid Transformation Advisor to Senior Executives. #2 WSJ Bestselling Author. Stanford University Dir. of Executive Program/Teaching Faculty. 3X Award Winning Professor/Scholar. McKinsey & Co. Harvard Business School.
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Begin by conducting a comprehensive needs assessment to gather relevant data and insights. This involves understanding the existing processes, identifying inefficiencies, and pinpointing areas that require improvement.

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Marc Wies

Chairman of Works Council
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The first step should be to analyse the degree to which the company understands and applies quality management and the related process management. This analysis should be carried out top-down and determined through audits or surveys. It does not help any company if the maturity level of quality and process management is low and a goal of perfection is being strived for. Intermediate steps are necessary here in order to anchor the necessary basic knowledge.

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2 Define the desired state

Once you have a clear picture of the current state, you need to define the desired state of your organization, process, or product after the completion of your project. This means setting SMART goals, specifying the expected outcomes and benefits, and aligning them with your strategic vision and mission. You also need to communicate the desired state to your stakeholders, and explain how it will address their needs and expectations. A useful tool for this is the logic model, which helps you map out the inputs, activities, outputs, outcomes, and impacts of your project.

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Behnam Tabrizi

Rapid Transformation Advisor to Senior Executives. #2 WSJ Bestselling Author. Stanford University Dir. of Executive Program/Teaching Faculty. 3X Award Winning Professor/Scholar. McKinsey & Co. Harvard Business School.
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Define Specific, Measurable, Achievable, Relevant, and Time-bound goals that clearly outline what you aim to achieve with your project. These goals provide a clear roadmap and criteria for success.

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Marc Wies

Chairman of Works Council
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Clearly define an appropriate communication strategy. What needs to be communicated, when and by whom? Pay attention to communication by considering the target audience. Look for motivated and suitable allies and project sponsors.

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3 Plan the change and risk management

After you have defined the current and desired states, you need to plan how you will manage the change and risk that your project will entail. This means identifying and prioritizing the potential sources of resistance and uncertainty, and developing strategies and actions to mitigate or avoid them. You also need to assign roles and responsibilities, allocate resources, and establish timelines and milestones for your project. A useful tool for this is the RACI matrix, which helps you clarify who is responsible, accountable, consulted, and informed for each task or decision.

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Behnam Tabrizi

Rapid Transformation Advisor to Senior Executives. #2 WSJ Bestselling Author. Stanford University Dir. of Executive Program/Teaching Faculty. 3X Award Winning Professor/Scholar. McKinsey & Co. Harvard Business School.
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Conduct a thorough analysis to identify potential sources of resistance and uncertainty that may impact your project's success. Prioritize these factors based on their potential impact and likelihood.

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4 Execute the change and risk management

Once you have a solid plan for your change and risk management, you need to execute it effectively and efficiently. This means following the best practices and standards of quality and process improvement, such as Lean, Six Sigma, or ISO. You also need to monitor and control the performance and progress of your project, and adjust your plan as needed based on the feedback and data you collect. A useful tool for this is the PDCA cycle, which helps you plan, do, check, and act on your project activities.

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5 Evaluate the change and risk management

After you have executed your change and risk management, you need to evaluate its results and impacts. This means measuring and comparing the actual versus the planned outcomes and benefits, and identifying the lessons learned and best practices. You also need to celebrate and recognize the achievements and contributions of your team and stakeholders, and ensure the sustainability and scalability of your project. A useful tool for this is the balanced scorecard, which helps you assess your project performance from four perspectives: financial, customer, internal process, and learning and growth.

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Val Ruark

Business Architect | Delivering High-Impact Strategies, High-Performing Teams, and Realized Ideas
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Using a balanced scorecard (or like) approach can help assess project performance from multiple perspectives to manage change and risk in your quality and process improvement project. You'll want to avoid taking a siloed approach, do not limit to just the project scope but the broader organizational goals and performance. Evaluate the project's long-term impact and the organization's ability to sustain progress and performance improvements. Assess the project's ability to be scaled or replicated in other areas of the organization. In identifying ways to repeat the success, you continue to develop your organization's agility and overall organizational excellence.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How do you manage change and risk in your quality and process improvement projects?

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2

3

4

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1 Assess the current state

2 Define the desired state

3 Plan the change and risk management

4 Execute the change and risk management

5 Evaluate the change and risk management

6 Here’s what else to consider

Organizational Effectiveness

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