The Intersection of Change Management and Lean Six Sigma
The Basics for Black Belts and Change Agents
"Randy has crafted an invaluable book, no matter where you are in the journey of organizational change management. A must-have guide you will refer to again and again."
– Marshall Goldsmith, author of the #1 New York Times bestseller, Triggers.
"Randy Kesterson recognizes that much of the energy that organizations put into Lean and Six Sigma improvements is wasted when the results are not applied effectively due to the organization’s resistance to change."
– Ellen Domb, Ph.D. PQR, one of the world’s top 50 quality experts at QualityGurus.com
"Finally, a book that recognizes that most organizations are on the left side of the FAT–LEAN continuum. Far too many organizations think they are Lean/Six Sigma mature only to realize that they aren’t even close."
– Gerhard Plenert, Ph.D., serves as Director of Executive Education, Shingo Institute, Home of the Shingo Prize
The Intersection of Change Management and Lean Six Sigma: The Basics for Black Belts and Change Agents is for Lean and Six Sigma professionals working inside organizations with low Lean maturity and significant resistance to change. Written by a business executive and certified Lean Six Sigma black belt, this book:
- Provides sound, innovative practices for those interested in successfully navigating organizational change.
- Focuses on culture change and mindsets, not just tools and applications.
- Stresses effective communication ensuring that various stakeholders understand the reasons for the change, the benefits, and the details.
- Illustrates how the benefits of Lean and Six Sigma initiatives can benefit the change management process.
This book pinpoints and examines the intersection of change management and Lean Six Sigma. It features interviews with change management practitioners (executives, project managers, and black belts) and provides pertinent case studies detailing successful and failed changes.
Table of Contents
Introduction. Chapter 1: People are Different. Chapter 2: Resistance. Chapter 3: Acceptance. Chapter 4: Sustaining the Gains. Chapter 5: Lessons Learned. Appendix. Bibliography. Index. About the Author.
Randy Kesterson has held executive-level positions at Doosan Infracore, General Dynamics and Curtiss-Wright, with prio successful experience at Harsco Corporation, John Deer, and at privately held Young & Franklin/Tactair Fluid Controls. He also worked as a managemet consultant to organizations such as Bank of America, Caterpillar, Motorola, Bank of Montreal, Ford Motor Company, Milliken & Compnay, RJ Reynolds, and the Federal Aviation Administration (FAA).
Randy Serves as the chair of the advisory board for the Center for Global Supply Chain Management at the University of South Carolina's Moore School of Business. He earned his Six Sigma Black Belt at North Carolina State University/IES. He earned his bachelor of science in engineering operations from Iowa State University and attended Syracuse University where he earned his MBA with a concentration in operations management. Randy and his family live in North Carolina.