1. Dashboard metrics-everyone can see where we are right now relative to where we were and where we want to go. The key is they are metrics like on your car dashboard, not an airplane dashboard-just a few that everyone understands that are updated constantly.
2. Learning-we wouldn't do policy deployment if we are already where we want to be, right? Part of the learning comes from item #3, and some may come from structured, formalized classes-benchmarking others, understanding other ideas, training, etc.
3. Kaizan-how can anyone in the organization move the metrics? One way is to swoop in, command & control style, and fix stuff. Just remember it is disrespectful for ME to fix YOUR process. Self-directed work teams using A3 to do PDCA is a good way for people to lverage diversity, gain consensus, and teach their peers what they've learned. Companies I work with this year have completed dozens have A3s this year. The A3 closing can be thought of as "smippets" of learning about various processes taught by the experts who do the work.
4. A sense of urgency or reason to change. This needs to be communicated often to shake everyone loose from complaceny or busy-ness.
Once you've established these 4 things, you can plug in any "policy" you want to "deploy". Today, let's plug in safety, and how a few companies have done it.
Everyone understands that the health and safety of people in our business is of paramount importance, but in some cases, it is an activity that is done outside of regular work. In some cases, the only time we think about it is when there is some sort of incident. An accident or an injury. Often, when this happens, we react with a countermeasure. The other time we think about it is when we need to enforce a policy of some kind....people not wearing PPE, for example. We may have to write someone up, send them home, or worse, let them go. Instead of reacting, can we be proactive? I believe the key is to transfer ownership of safety to the people who do the work.