Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Define the change

1.1

Determine the purpose of the change.

1.2

Identify key change project personnel.

1.3

Record the current state that the change is addressing.

1.4

Develop a consensus view of the intended future state, including indicators of a successful change.

1.5

Develop an agreed statement of the solution.

1.6

Identify the health, safety and environment (HSE) impacts of the change.

1.7

Determine the scope of the change project, including taking into account the impact of the solution on any codes of practice, standards, contracts and commercial or industrial agreements.

1.8

Obtain sign-off from key change project personnel.

2

Identify personnel required to implement the change and their roles

2.1

Develop a high level change network map.

2.2

Identify employees, suppliers or customers who may be required to implement the change.

2.3

Identify other demands on these people during the change.

2.4

Investigate priorities, synergies and conflicts.

2.5

Take action to resolve conflicts.

3

Assess and manage the change-related risks

3.1

Identify organisational capacity for the change, including available resources and ability to absorb any disruption during the change.

3.2

Clarify specific risk dimensions for this change.

3.3

Develop appropriate transition approach.

4

Build high level change plans

4.1

Develop high level involvement plan.

4.2

Develop high level communication plan to all stakeholders.

4.3

Develop high level competency development plan for all implementers.

4.4

Develop high level alignment plan.

5

Implement and sustain the change

5.1

Implement change plans.

5.2

Check change objectives have been met.

5.3

Transfer ownership of post-change operations from change agents, where relevant.

5.4

Ensure support structures are in place.

5.5

Check alignments have been obtained.

5.6

Check competencies have been developed and will be maintained.

5.7

Ensure base line is defined for continuous improvement.

5.8

Review project and capture learning from the project.

5.9

Take action to sustain improvement by standardising.

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Competitive systems and practices include one or more of:

lean operations

agile operations

preventative and predictive maintenance approaches

statistical process control systems, including six sigma and three sigma

Just in Time (JIT), kanban and other pull-related operations control systems

supply, value, and demand chain monitoring and analysis

5S

continuous improvement (kaizen)

breakthrough improvement (kaizen blitz)

cause/effect diagrams

overall equipment effectiveness (OEE)

takt time

process mapping

problem solving

run charts

standard procedures

current reality tree.

High level change network includes one or more of:

sponsors

cascading change sponsors

targets

agents

advocates

enablers

impeders.

Organisation includes:

any part of a manufacturing or service organisation

companies, government bodies or other body of people aiming to produce a product to service a customer.

Key change project personnel include one or more of:

project sponsors

cascading sponsors

relevant managers

change agents.

Risks include one or more of:

business risks (e.g. over-spending)

market risk (e.g. loss of market share)

HSE risks

relationship risks (e.g. to shareholders, employees, suppliers, customers or the community).

Organisation capacity includes one or more of:

organisation history of implementing change

capability in change implementation

adaptability of people to change

demand for the change in the part of the organisation.

Specific risk dimensions include one or more of:

impact of the solution (its potential for disruption to production, quality, delivery and budgets)

readiness of people to accept the change, including readiness to accept changes in role and responsibilities

availability of resources, including financial, plant and equipment, and dedicated personnel.

Transition approach includes one or more of:

transition style (top down/pilot/process focused/delegated change)

degree of sponsorship to be cascaded

balance of engagement/involvement

internal and/or external resources

use of change to build organisation capacity.

High level involvement plans involve groups within defined constraints which include one or more of:

objectives for involvement

decision parameters

timing of involvement

problem/opportunity identification

solution design

implementation/transition planning

solution building

solution testing

solution piloting

training design

training delivery

communication roll out

solution roll out.

Alignment plan ensures alignment and sustainability between:

policies, processes and procedures

incentives and rewards (KPIs and intended outcomes)

consequences and penalties for non-compliance

preventing pre-change behaviours and patterns recurring.

Sustaining improvement includes one or more of:

standard procedures and work instructions

standard practice

other relevant documents and practices.