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The ADKAR (Awareness>Desire>Knowledge>Ability>Reinforce) is people focused change management tool developed by Jeff Hiatt. It's a structured framework towards implementing organizational change through changing individuals of the organization. The acronym is fairly self explanatory and refers to steadily lead individuals through some steps wherein they would end up achieving the following stages: - 1. Awareness :- Individuals will become aware of what the change is and why it is being pursued. 2. Desire :- Change is more often than not met with some resistance or denial by the people. In this stage they are made to overcome any resistance to the change. People should become forthcoming to participate in the change wholeheartedly. 3. Knowledge :- At this stage they will trained on the knowledge required to bring to effect the change. 4. Ability :- The knowledge gained is to be put to work. Once that happens the ability of the people within the organization improves. 5. Reinforce :- Any improvement if not sustained will eventually wither away. Just like that any ability/skills/change in the way of working if not reinforced will wither away. Therefore, strategic steps such as R&R, promotions linked to participation, etc. are to be implemented in order to reinforce and sustain the change management. It's integration with the DMAIC methodology to effectively manage change in a Lean Six Sigma project can be multifold. They are as mentioned below: - -------------------------------------------------------------------------------------------------------- 1. DMAIC aided by ADKAR 1.1. DEFINE PHASE In Define Phase, through the usage of multiple tools such as SIPOC, Affinity Diagram, VOC/VOB/VOP analysis etc. a project charter is created which is supposed to be signed off by all stakeholders. This is similar to Awareness and Desire phase of ADKAR as proper stakeholder analysis management, risk analysis and management, leadership engagement and communication plan are used to bring awareness and desire in the people. 1.2 MEASURE PHASE In Measure phase, a multitude of statistical methodologies are used to measure the current level of performance & quality through DCPs, Process Mapping, Sampling, MSA, SPC etc. For this Knowledge on the processes are shared and people are trained to use these tools. This can be synonymous to the Knowledge & Ability phase of ADKAR. 1.3 ANALYZE PHASE Post this, usage of tools for Hypothesis testing, RCA, FMEA,etc. are also used analysis. Even for this the Project Lead (BB/GB) would have to share the knowledge to the process owners and other stakeholders for performing these analysis. These too falls under the gambit of Knowledge & Ability phase of ADKAR. 1.4 IMPROVE PHASE Utilization of the tools mentioned above and the improvement plan put forth leads to not only improvement in the process but also leads to the improvement in the ability of all participants in the DMAIC project. This integrates well with the Ability phase of ADKAR. 1.5 CONTROL PHASE The control phase in DMAIC leads to Improvement Sustenance Plans and Control Plans to be implemented in order to sustain the improvements achieved in IMPROVE Phase. This needs the Reinforce phase of ADKAR to ensure that the changes through these plans are sustained. -------------------------------------------------------------------------------------------------------- 2. ADKAR leading to DMAIC Organizations, due to multiple reasons such as rising costs, competition, stakeholder demands, etc. may undertake change management projects to improve their operations. One of the best available methods is to adopt Business Excellence Goals and run Lean Six Sigma Training programs and certifications in the organization. In order to reduce wastages and variations. This falls under the A & D stage of ADKAR. In such cases LSS Yellow Belt, Green Belt and Black Belt trainings can be introduced. And these trainings can be certified after completion of some DMAIC projects. This falls in the K & A stage of ADKAR. Setting up of aspirational targets within the organization. For e.g. Targeting that at all times within the organization there are at least 5% Black Belt, 50% Green Belt and the remaining 45% are Yellow Belt trained and certified workforce. This would ensure that culture of continuous improvements are sustained through constant and sustained continuous improvements(this is just an example, different organizations may take different approaches based on their maturity towards adoption of Business Excellence). These would fall under the R stage of ADKAR.

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Most of the answers were able to create the obvious 1x1 relationship between ADKAR and DMAIC. There are 2 answers that go beyond the obvious and hence have been selected as the joint winners - Rohit and Akkul. Well done!

The ADKAR Model is an organizational change management framework developed by Jeff Hiatt, founder of Prosci. The framework emphasizes on the outcomes an individual needs to achieve for change to be successful, which are, 1. Awareness: Understanding the need for change. 2. Desire: Supporting and participating in change. 3. Knowledge: Acquiring information and skills required to implement change. 4. Ability: Translating knowledge into action through practical application. 5. Reinforcement: Ensuring change is sustainable through support and encouragement. The ADKAR Model focuses on individual change, i.e. guiding individuals through a particular change and addressing roadblocks or barriers along the way. Integrating ADKAR into DMAIC Integrating the ADKAR Model with the DMAIC methodology in a Lean Six Sigma project enhances the effectiveness of change management by addressing process improvement and people’s responses to change. Every phase of DMAIC can be matched with ADKAR components to ensure that the solutions are implemented in such a way that takes care of the human factors as well. Let’s see how we can integrate the two: Define Phase: During this phase, you identify the problem, define the scope of the project and set the goals. At this stage, the focus should be on creating Awareness of the need for change among the stakeholders and cultivating their Desire to support the project, which can be achieved by clearly outlining the benefits of the change and why is it required for the business. How to Integrate? Holding meetings to explain the project’s importance and gathering inputs to engage the stakeholders, will make them feel involved and willing to support the initiative. Measure Phase In the measure phase, stakeholders should continue to gain Awareness of the problem through the data collected, and their Knowledge about the process and its performance should begin to develop. How to Integrate? Sharing findings with the team will increase their understanding of the current state and highlight the inefficiencies and gaps, to improve their knowledge about the changes that will be needed. Analyse Phase During the Analyse phase, the focus should be on deepening the stakeholders’ Knowledge and understanding of the issues and possible solutions to ensure that everyone is equipped to work on meaningful improvements. How to Integrate? Provide a detailed analysis and training on the identified issues so that the team members are informed on why the change is necessary and how these changes will address the root causes. Improve Phase During the Improve phase, the focus should shift to building Ability, so that the people involved in the project have the necessary skills, tools, and the confidence to implement the improvements effectively. How to Integrate? Provide training sessions, workshops, or hands-on practice to ensure that the team is able to carry out the process improvements successfully. Control Phase In the control phase, the focus should move to Reinforcement, ensuring that the changes stick. This might involve setting up systems for continuous feedback, rewards for maintaining the improvements and regular check-ins to ensure the new processes are being followed. How to Integrate? Implement performance dashboards, provide ongoing support and celebrate successes to reinforce the new processes and prevent slipping back to old behaviors. In conclusion, DMAIC provides a structured, data-driven framework for solving process issues, and ADKAR addresses the human side by ensuring that individuals are not only aware of the need for change, but are also motivated and able to execute it. Together, they ensure that process changes are effective and sustainable because they consider and address both technical and people solutions, reducing resistance to change, thereby ensuring smoother transitions in Lean Six Sigma projects.

Organization consists of people & Organization change can only happen when individuals can adopt the change. To address this Jeff Hiatt developed ADKAR model after studying 700 organizations. ADKAR is a model for understanding and managing individual changes. Awareness of business reasons for the changes. Before the change is implemented people should be aware of the changes coming for their way. Desire to engage and actively participate in the change. Knowledge about how to change. Knowledge is the goal & outcome of different training. Ability to realize impact of the change and implement the change at the required performance level. Reinforcement to ensure that change sticks. It is the goal and outcome of adoption of measurement, corrective actions, and recognition of successful change. DMAIC – Define, Measure, Analyze, Improve, Control Though DMAIC & ADKAR are two different & distinct frameworks, however they complement each other. DMAIC targets process efficiency and effectiveness; and in order to do that it needs effective Change Management. Whereas ADKAR emphasizes the behavioral aspect to ensure better & effective change management. Define – In this phase of LSS we define the problem statement, business objective, project goal, project scope Awareness – In this phase stakeholders are made aware why the change is required Measure- In measure phase of LSS we collect relevant data to understand the current performance Desire- In this stage we ensure that stakeholders are made aware, motivated & in favor to support the changes Analyze- Here we identify the Root causes & tries to establish the relationships Knowledge – at this stage different trainings are organized to build skill and develop knowledge on the changed process Improve – at this stage solutions are developed, tested & deployed Ability – here we ensure effective implantation of changes by stakeholders Control – It involves monitoring of the new process after implementation of the solutions Reinforcement- to ensure the changes are maintained, monitored & continuous feedback is taken to check for continual improvement By integrating DMAIC with ADKAR may give the best result in effectively manage the process/ technical changes along with the human aspect of the change management to ensure sustenance of the solution.

I would like to explain the importance of ADKAR model for change management by sharing the example of the requirement of deploying new ERP in an organization. Implementing a new ERP system involves several challenges and significant changes in how employees will react and interact with the new technology and processes, and ADKAR helps to ensure that the employees are prepared, capable, adaptive and motivated to handle the new system. Here's how each phase of ADKAR can be applied in this context- 1. Creation of awareness of need for change - Communication with reason for change in current ERP highlighting the inefficiencies and challenges faced to employees. Using multiple communication channels to ensure that employees across cross functional department by explaining the benefits such as improved process integration, accuracy and efficiency will help employee to understand the importance of new ERP. 2. Helping employee to create the desire to participate in change - Although the communication to employees are shared in terms of deployment of new system, but this may not motivate them to support the decision, hence with the help of ADKAR solution, involving the key team members in planning and implementation stage can increase their enthusiasm and desire to support by creating a sense of ownership for the project to succeed. 3. Knowledge of how to change - So even if there is sense of belonging the employees may not be able to proceed further without the knowledge of how the effectively use the new ERP will take place, hence here by incorporating. ADKAR model will provide comprehensive and role specific training will help employee to use the new ERP effectively. 4. Ability to implement the change - Now knowing on how to use the system is also not fully sufficient, unless the team member has not faced real world scenarios or complexity of the system, bringing ADKAR model provides adequate support and training during the new ERP integration including access to IT help desks and live real world examples to help them deal the challenge. 5. Reinforcement and sustainability to change - Post the installation of the new ERP, employees may have the tendency of old habits or way of handling new ERP unless continuous support is given. Here the implementation of ADKAR model will help the team to regularly access the system through usage of KPI and feedback for fully utilizing the new ERP's features. Also providing continuous training and learning opportunities will help them keep them engaged with the system throughout. Below steps shared for deploying new ERP system in an organization using the ADKAR model for change management combined with DMAIC methodology - 1. DMAIC - Define Phase + ADKAR - Awareness - Here the purpose is to define the need for change in new ERP is required, reasons could be to bring efficiencies' and reducing cost. Hence the communication to all the employees and stakeholders is the prior most to make them aware of the current inefficiencies which are also in line with the lean six sigma framework to reduce the effort of manual data entry and cutting down time spent on data reconciliation. Building awareness by highlighting the risk in the current system helps to drive the need for change. 2. DMAIC - Measure Phase + ADKAR - Desire - Here the purpose would be to measure the current process and build the desire to adopt and accept the new ERP by demonstrating the positive impact. With the help of collection of data that will affected by the new ERP will help show the real outcomes. Using the value map stream will help them visualize the process and create a desire to suggest better ideas in order to bring better outcomes. This helps and encourages the team members to advocate for the new ERP. 3. DMAIC - Analyze Phase + ADKAR - Knowledge - In the analyze phase it will help the employees to identify the gaps and effectively use the current system. By performing Root cause analysis technique will help employee to identify process issues. By providing necessary trainings and establishing standard operating procedure will ensure that employees are familiar with the new ERP. 4. DMAIC - Improve Phase + ADKAR - Ability - By implementing solutions and ability to use the new ERP fully will be the purpose here. Practicing on the Live data and real time scenarios will help employees focus on improvisation. Also with one on one coaching and continuous support will help employee remove barriers by ensuring employees having access to the necessary resources. 5. DMAIC - Control Phase + ADKAR - Reinforcement - With the help on continuous monitoring by using control charts and reinforcing good practices by rewarding employees helps showing measurable improvements and efficiency in the system. To conclude, by integrating ADKAR Model and DMAIC Methodology, an organization ensure a smooth and successful deployment of ERP ensuring that the employees are aware of the need for change and have motivated and supported it and equipped with necessary knowledge. This combination incorporated with LSS framework helps create robust environment in an organization in line with Lean Six Sigma's goal of process optimization.