A simple written description of the safest, highest quality and most efficient way to perform a particular process or task

Employees want to hear from this person about changes in their daily work.

Butterflying from task to task, working on multiple things at once, unproductivity.

What is changing?​ Why is it changing?​ Why is it changing now?​ What is the risk of not changing?​ What is not changing?​ What is the organizational and individual benefits of this change?

This word is Japanese for "good change"

This tool helps determine the correct stakeholders to communicate with.

This simple tool details the tasks to be done and can help reduce the feeling of being overwhelmed.

The two words "professional" and "science" make up this organizational change model.

Typically, a leader or front-line supervisor directly responsible for the outcome of a business unit’s Lean efforts.

What I see is...​

What I'm concerned about is...​

What I want is....​

Assigning importance to tasks to determine the best order to complete them in.

______ don't change; individuals change.

Journey is supported by three pillars
Leadership Commitment
Culture of Safety
Continuous Process Improvement

An individual or group that has an interest in any decision or activity of an organization.​

I'll do it later, that's super hard and I don't want to deal with it right now.

This step represents a person being able to implement desired skills and behaviors in the change process.

Defines value from the customer's perspective

This is the A in ADKAR

A written record of tasks to determine where time is spent.

This step of change realizes the value of the change by ensuring the change is adopted and the organization is committed and prepared to sustain the change. The deliverable is a Change Management Closeout.