Step Change Framework

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The Change Model



Change Terminology


Beliefs Notions held dearly, change by generation, influence decisions and actions in many, tiny ways every day, and includes: foundations of culture, ideals, visions, sense of identity. Executive responsibility, 10-20 year time horizon, very high impact, and nearly impossible to manage. Lead organization adaptation of a coherent set of beliefs. Communicate the rationale and vision of the future. It must be desirable and feasible.
Structures Method expeditors which are consistent with beliefs and includes: policies, facilities, infrastructure, equipment, habit, relationships and targets. Management's responsibility, 2-5 year time horizon, substantial impact and difficult to manage. Devise, adjust and promulgate structures in support of methods and beliefs; must be viewed as helpful, not hurtful, and desirable.
Methods The procedures and processes that the business executes and includes: instructions, recipe's, and accumulated know-how. Supervision's responsibility, 3 month to 1 year time horizon. Essential, but stable, positive impact and not difficult to manage. Train and refine line workers with particular attention to start-up. Give feedback on above and share with below.
Behaviors The decisions, motions and conduct of workers in response cumulative effects of the above and their personal capabilities and proclivities. Line worker responsibility, 1 minute to 1 day time horizon. The culmination of the above and requires little management. Participate in and learn about the above, give feedback and suggestions.


Agenda Map


(gains of 10-20%)
(gains of 100-200%)
Level ¯         = Driver
  • Authorize benchmarking and data gathering

  • Decide if findings warrant step change.
  • Commit to sustained effort and constancy of purpose

  • Support systemic improvement despite short term costs.
  • Design coherent set of beliefs
  • Get concensus at all levels at site
  • Finance pilot adequately
  • Allow 1 year for results
  • Legitimize trial and error.
  • Decide on performance metrics for benchmarking
  • Set schedule for data gathering
  • Present findings to executives.
  • Adopt Deming's methods
  • Dismantle disabling structures
  • Commit to educating
  • Set clear, actionable overall goals.
  • Present contrasting beliefs of others to executives
  • Insulate pilot site from "old beliefs"
  • Pick basis of measurement
  • Encourage trial and error.
  • Comment on metrics and schedule
  • Supervise data gathering
  • Decide on delivery medium and format of data
  • Check consistency.
  • Commit to Deming and worker actualization
  • Become educated in above
  • Make and hear suggestions
  • Promote teamwork.
  • Suggest specific business needs
  • become educated in "new ways"
  • Hear suggestions
  • Allow trial and error.
  • Gather data
  • Make suggestions
  • Offer explanations
  • Annotate and keep raw data.
  • Become educated in Deming and SPC
  • Work in teams and try technical and social improvement ideas
  • Measure, measure, measure.
  • Commit to "new beliefs"
  • Become educated in "new ways"
  • Made suggestions
  • Try and learn from errors.


Metrics Map

(gains of 10-20%)
(gains of 100-200%)
Category ¯
  • Longitudinal performance of competitor
  • Productivity of labor and capital
  • Cycle time of re-invention / re-engineering.
  • Productivity of labor and capital

  • Standing among competitors.
  • Philosophy regarding: Customers, Suppliers, Employees, Partners, Investors and Society

  • Views about risks, success, learning, identity.
  • Paradigms & beliefs organizing structures
  • Performance of system vs. parts.
  • Alignment of initiatives & direction
  • Alignment of personnel policies
  • Defecting customers, suppliers, & disaffected employees
  • Plant location & layout.
  • Configuration of suppliers, factory, machines
  • Empowerment of supervisors and workers
  • Decision making "point of view"
  • Clarity of thought.
  • Cycle times: Set-up, quality to quality, product variation, ...
  • Introduction times: Lags on technology, product, capacity.
  • Time & motion data & trends
  • Defects and warranty work
  • Grumbling & suggestions
  • Diffusion & adoption of Deming
  • System thruput & cost
  • Trends in quality
  • Responisveness to change & variety
  • Diffusion & adoption of "new ways"
  • Availability of tools, supplies, support, education, benefits, ...
  • Contributions beyond call of duty
  • Conditions & influences at work.
  • Defects & personal productivity, actual & expected
  • Outdated policies, infrastructure & tools
  • Ideas for improvement.
  • Defects & personal productivity, actual & expected
  • New policies, infrastructure & tools
  • Ideas for improvement
  • Amount of education received.