People & Leadership （Proactive Change）—人与领导力（积极变革）

（1-1） Awareness of the problem facing the organization is created and sustained over a period of time, depicting what will occur if nothing changes, with supporting statements from customers and other third parties. 对组织所面临的问题进行识别并持续了一段时间。描述如果没有任何变化，来自客户和其他第三方将会发生什么。

（1-2）A change agent network is created, identifying allies and lean multipliers for the planned change who will serve as an important interface to employees 一个变革网络被创建，为计划变革、识别协作伙伴和精益理念，他们将作为与员工的重要接口。

（1-3）A core team for change management is constituted and an awareness workshop for BU management planned and conducted. 成立了变革管理的核心团队，并计划和实施研讨会理解BU管理的意识。

（1-4）A change story is developed based on interviews with senior management to determine why something needs to be changed at this time, the reasons a change is required, the goals of the project and the benefits of executing the project now. 变更故事是基于与高级管理人员的访谈来开发的，以确定为什么在此时需要变更、需要变更的原因、项目的目标以及现在执行项目的好处。

（1-5）A change vision workshop is conducted to align management, defining exact goals, establishing unity, commitment and urgency and developing a holistic change vision statement. 变革愿景研讨，为了协调管理层，定义确切的目标，建立统一，承诺和紧迫性，并发展一个整体的变革愿景声明。

（2-1）An organizational analysis is performed, considering organizational structure and its degree of readiness and history with change. 进行组织结构分析，考虑组织结构和它的准备程度和历史变化。

（2-2） A change impact analysis is performed, whereby the main planned changes are defined and categorized, current and future state scenarios are brainstormed, degree of consequences are determined and a corresponding summary of threats, risks and enablers is derived. 进行变化影响分析，定义和分类主要计划的变化，对当前和未来的状态进行头脑风暴，确定结果的程度，并得出相应的威胁、风险和风险的总结。

（2-3）A stakeholder analysis is performed, whereby groups with similar interests are defined and classified by their attitude towards the project, level of influence and the degree to which the group will be affected, thus determining how the different groups should be managed. 进行利益相关者分析，根据利益相似的小组对项目的态度、影响程度和小组受影响的程度来定义和分类，从而决定如何管理不同的小组。

（2-4） A communication plan is developed to provide different stakeholder groups with targeted information over the duration of the project, defining within a timeline what, how and to whom this will be transmitted. 制定沟通计划，在项目持续期间向不同的涉众群体提供有针对性的信息，明确在时间期限内将什么、如何以及向谁传递信息。

（3-1）Lean training and enabling sessions are con-ducted, covering lean techniques, change management briefings, lean multiplier training and best practice sharing sessions. 进行精益培训和促进课程，包括精益技术、变革管理简介培训和最佳实践分享课程。

（3-2）A workshop and relevant sessions for leadership buy-in are organized, including awareness sessions, ‘learning to see’ workshops, leadership conferences site visits and review workshops. 为领导买进组织了一个研讨会和相关的会议，包括认识会议、“学会看到”研讨会、领导会议现场访问和审查工作场所。

（3-3）Lean targets are integrated into PMP processes, with briefing sessions conducted with HR and line management. 精益目标被整合到PMP 过程中，与人力资源部和线管部门进行简报会。

（3-4）Ongoing change management with core team is maintained, with jour fixes covering ‘lessons learned’ and tracking implementation progression 与核心团队保持持续的变更管理，日常修复包括“经验教训”和跟踪实施进展。

（3-5）Change agent network is moderated and feed-back coordinated and communicated with BU management, sharing issues, experiences, obstacles, successes and best practices. 变革代理网络与BU 管理协调和沟通，分享问题、经验、障碍、成功和最佳实践。

（3-6）The communication plan is actively managed, with emphasis on core-messages, quick-wins and success stories being delivered to stakeholders 积极管理传播计划，重点向利益相关者传递核心信息、快速成功和成功故事。

（4-1）Successes are celebrated, with individuals who adopt the new behavior being praised and rewarded. 人们庆祝成功，对采取新行为的个人给予表扬和奖励。

（4-2）New rituals are created and maintained, being maintained until they become habitual, with procedures being standardized and Documented. 新的仪式被创造和维持，直到它们成为习惯，程序被标准化和文件化。

（4-3） Reflect on conclusions and ‘lessons learned’, in order to successfully adapt the approach for future projects. 反思结论和“经验教训”，以便成功地为未来的项目调整方法。