The trainer was Mr. Edward K.W. Lo (Senior Training Consultant, TQM) and he had more than 20yr experience in training. And participants come from different industries included public organization, toy, textile, construction, etc.
Before start the course, we played a game called “May I? Go”. We learnt how to contact people like a leader. Then Edward pointed out “Change” is constant.
After that we separated into two teams and selected Top Ten Brand in Hong Kong. The following photos were our discussed results. In our mind, top brand was everyone know and quality. Trainer pointed out that all success brands had continuous improvement in their products or services.
Through these companies, we understood why “Change” was necessary.
The next exercise was to point out the barrier of change. Our team used 4M1S classification included to change “Man”, “Machine”, “Material”, “Method” and “System”. The other team used “Man”, “Resource”, “System”, “Organization” and “External Factor”.
Team A result
Team B result
The following diagram demonstrated the frustration of emotion during the change.
Five reasons were afraid of change.
ii) Fear to increase workload
iii) Change hobbit
iv) Lack of communication
v) Be overwhelmed
During different video discussion, there were some points summarized:
i) Can Do (e.g. I can do this.)
ii) Heart (Think out of boundary) and Possible
The following video demonstrated the above spirit.
After lunch, we also played a game called “Fun to Fun and Back to Back” which was a handshake game. It focused to eye contact, smile, force, and communication.
Moreover, we needed to complete the exercise related to plan and execute the organization strategy change. The following was our solution.
We learnt the formula of “Change” success rate that C = A x B x D
where A – not accept existing situation, B – Benefit and D – decision.
Through the exercise, we discussed how to motivate staff such as reward, respect, appreciation, etc.
Finally, trainer summarized what we learnt today.
i) Understand the Change
ii) Plan for Change
iii) Execute the Change
iv) Remove the Barrier
Lastly, Toyota’s 10 Management Principles and GROW Model were briefed for reference.
Toyota’s 10 Management Principles
i) Final Target in Mind
ii) Clearly assign tasks
iii) Based on fact
iv) Discuss information form others
v) Share information timely
vi) Report, inform and consult timely
vii) Understand Shortcomings
viii) Conduct Kaizen
ix) Think Out of the Box
x) Protect Your Safety and Health
GROW Model four key steps included:
i) G for Goals: This is where you figure out what your ideal situation would be.
ii) R for Reality: You compare your ideal situation to where you are right now.
iii) O for Options: Here you brainstorm a lot of different ways to move from where you are right now to where you want to be.
iv) W for Way forward: You select a couple of actions you came up with in the previous step, and set a clear deadline to accomplish them!
Edward and I took a photo for memory.
For more information:
TQM Consultant Co. Ltd. – Training Schedule: http://www.tqm.com.hk/en/connect/training.asp