What it is:
• It is the “human side” of process improvement 
• Focussed on individuals, teams and the whole organisation
• It is used to create acceptance of process improvement (Lean Six Sigma and DFSS) projects
• It will establish faster success
• Everyone is involved and participate in the improvement successes
• Only in this way a change in organisations will be sustainable
• Customers will feel the positive change and get excited

Why is it important?
• People develop, implement and control improvements (changes)
• The culture of the organisation supports or undermine changes through :
        - values
        - social norms
        - assumptions
• Organisation systems demonstrate what is really important by who they select, reward, and marginalize
• Obviously, this has a strong impact on process improvement projects. 


The method: Kotters's model

Implementation of changes:
1. Create a sense of urgency
2. Build commitment: form a leading coalition
3. Develop a vision and strategy
4. Communicate the change vision
5. Develop an organisation to effect change
6. Deliver short term successes
7. Consolidate wins and produce more wins
8. Institutionalize change

 - John Kotter, leading Change. Harvard Business School Press. 1996.-

The model of Kotter can be applied in the different phases of a Lean Six Sigma project.
Approach of Sigma Quality Consultancy

Our approach:
• training en consultancy in change management for employees, including management
• change management is incorporated in the Six Sigma and DFSS training
• employees are using the change management tools in their project and are coached on this
• management is coached in project reviews, project selection, deployment of resources
• A few (Master) Black Belts will be trained to take over the responsibilities of the external consultants
• after 12 - 18 months the organisation is “self-running” in change management.
Approach is to focus to train own employees “on the job”