Lean Management Systems & Standard Work for Leaders

Introductions & Objectives

Introductions and Objectives | Introductions » » » Who are you?

How long with the YESCO?

Something that few in the group know about you?

Lean Management Systems & Standard Work for Leaders |

Introductions and Objectives | Objectives » » What do you expect to get out of the course?

What do I expect you to get from the course?

– Know the four elements of a Lean Management System – Understand the importance of Standard Work for Leaders(SWL), What it is, What it is not – Understand how to begin developing your own SWL Lean Management Systems & Standard Work for Leaders |

Introductions and Objectives | Course Outline » » » » » Lean Management System WHAT is Standard Work for Leaders (SWL)?

WHY is SWL Important?

– Benefits HOW to Implement SWL – Examples Summary Lean Management Systems & Standard Work for Leaders |

Lean Management System

Lean Management System | What is a Lean Management System?

» » A management System is “our way” of managing the entire enterprise.

A LEAN Management System is focused more so on Processes than Results » » Not that Results are any less important in a Lean Management System, rather….

By focusing on the “process”, the results will take care of themselves.

Examples???

Lean Management Systems & Standard Work for Leaders |

Lean Management System | Why a Lean Management System?

» • • Without a new way of managing a “new lean production system”…..

Changes will not be sustained We find ourselves going back to our old proven workarounds • • The Lean transformation will be frustrated May conclude that Lean is “not for us” • Old anti-Lean habits will not be extinguished 15m Lean Management Systems & Standard Work for Leaders |

Lean Management System | YESCO’s Mgmt System is the…. Lean Management Systems & Standard Work for Leaders |

Lean Management System | Four Elements of a Lean Management System 1.

2.

3.

4.

Standard Work for Leaders Visual Controls Daily Accountability Process Leadership Discipline Lean Management Systems & Standard Work for Leaders |

Lean Management System | Four Elements of a Lean Management System

Four Elements Demonstrated

1. Standard Work For Leaders 2. Visual controls 3. Daily accountability 4. Leadership discipline • • • • • • • Standards that facilitate improvement Make problems visible Go see Stop and fix Everybody solves problems Leaders as teachers Driving to root cause Lean Management Systems & Standard Work for Leaders |

WHAT Is….

Standard Work for Leaders

Stand Work for Leaders | What is it?

What is a Standard?

Lean Management Systems & Standard Work for Leaders |

Stand Work for Leaders | What is it?

Standard WORK (for Leaders) » “Things” that should be done by leaders to support a Management System » Usually defined as repetitive in nature, consistent in method and maybe frequency, processes that can be documented.

» Often found on calendars and “to do lists” Lean Management Systems & Standard Work for Leaders |

Standard Work for Leaders | What is it?

What Should Standard Work For Leaders (SW4L) include, to be LEAN??

» » » » Process focused Leadership actions that focus on Value Adding processes » Checking on visual controls » » » Observing WWW, WDW, WDD Removing roadblocks for value adding associates Taking opportunity to teach Expected to be continually improved Includes time each task should be completed (frequency) 30m Lean Management Systems & Standard Work for Leaders |

Standard Work for Leaders | What is it?

What is it NOT?

SW4L is not just another “get organized / management effectiveness” tool, It defines the tasks a leader should include in their work to engage and sustain LEAN and Continuous Improvement Lean Management Systems & Standard Work for Leaders |

Standard Work for Leaders | More Understanding What is Standard Work For Leaders??

Leader standard work is a

Daily, Visual

performance management system that is:

Easily Seen and Understood Timely & Consistent Drives Action & Learning, & Removes Barriers to Success

Lean Management Systems & Standard Work for Leaders |

Standard Work for Leaders | Examples of … Examples of LEAN SWL activities » Daily Accountability review » » Periodic Audits Visual Observations » Daily Gemba Walk » Frequent review of own activities, removing Non-Value Added Lean Management Systems & Standard Work for Leaders |

Stand Work for Leaders | More understanding….

The Flow of Information & Checks YESCO Management System Plant Management TOP DOWN •Strategy •Vision •Support •Remove Roadblocks Dept Manager Supervisor Team Lead Value Creation (Operator Std Work) BOTTOM UP •Problems •Roadblocks •Results Data Lean Management Systems & Standard Work for Leaders |

Stand Work for Leaders | Examples What kinds of things can you CHECK?

» » » » » » » » Cleanliness Standards (5S) WIP Standards Performance Standards Progress toward Goals Observe training progress Observe Kaizen activity System audits that check the system itself » Are audits happening?

WWW, WDW, WDD Lean Management Systems & Standard Work for Leaders |

WHY

SW4Ls

45m

Stand Work for Leaders | WHY?

Why Standard Work for Leaders Clearly Documents the Management System » Documents the current state of best management practices » A baseline for further lean management system improvement » Defines expected behavior for leaders (what we should be doing) Lean Management Systems & Standard Work for Leaders |

Stand Work for Leaders | WHY?

Why Standard Work for Leaders Learning by Doing » Clear and structured system can be rapidly learned by new leaders » Enables new leaders to become high performance leaders » Eliminates guesswork for floor managers and team leaders Lean Management Systems & Standard Work for Leaders |

Stand Work for Leaders | WHY?

Why Standard Work for Leaders Accountability » Powerful tool to help leaders shift behavior to focus on the processes VS results » Challenges leaders to become teachers as well as problem solvers, not just Firefighters » Quickly separates the willing from the unwilling in a Lean transformation effort Lean Management Systems & Standard Work for Leaders |

Stand Work for Leaders | WHY?

Why Standard Work for Leaders Reality Check » True or false: “Good” systems are self sustaining, right?

» Why or why not?

» What things are required for a sustainable system of excellence?

» 2 nd law of thermodynamics, roughly interpreted… “things degrade over time, without being acted upon”.

Lean Management Systems & Standard Work for Leaders |

Stand Work for Leaders | WHY?

Why Standard Work for Leaders SWL is often the “missing link” or Bridge Ability to Improve SWL Ability to Sustain Improvement Lean Management Systems & Standard Work for Leaders |

Stand Work for Leaders | Benefits Benefits of Standard Work for Leaders » » » » Process becomes the focus Provides continuity of operations (when leaders are on vacation, new, etc) Raises the bar for leadership staff Helps to identify who will not make the transition to LEAN **10-20% of leaders in a typical organization are unable or unwilling to make the lean conversion Lean Management Systems & Standard Work for Leaders |

HOW

To Implement SW4Ls

56m

Stand Work for Leaders | How

WHEN to add SWL during the Lean Journey

» Start with the physical changes (lean tools) » » Implement the 4 elements along with each physical change They are the tools to sustain the newly developed process

** NOTE: this means you should update (improve) leader standard work with each new physical change in the process

Lean Management Systems & Standard Work for Leaders |

Stand Work for Leaders | How

1. Leader Standard Work Who, what, when to check 4. Discipline 3. Daily Accountability Process Lead by example 2. Visual Controls Check that we checked and acted

Lean Management Systems & Standard Work for Leaders |

Something to “go see”

Stand Work for Leaders | How

Standard Work Content Varies by Position

Standard work is LESS structured

• % of time standard • Specific sequence • Specific time of day • More time for discretionary tasks

Executive – 10% Value Stream Manager – 30% Standard work is MORE structured

• % of time standard • Specific sequence • Specific time of day • Less time for discretionary

Supervisor and Supporting Roles – 50%

(Engineering, Maintenance, Sales, Finance, Continuous Improvement, Purchasing)

Team Leader – Operator –

Production Process

95% 80%

Lean Management Systems & Standard Work for Leaders |

Stand Work for Leaders | How

Leaders standard work should be layered (developed) from the bottom up Executives

Time on the floor to verify the chain of standard work is upheld and production process is stable and improving

Value Stream managers

Monitor and support supervisors in their ability to carry out their standard work

Supervisors

Monitor and support team leaders in their ability to carry out their standard work

Team Leaders

Maintain production and ensure operator standard work is followed Lean Management Systems & Standard Work for Leaders |

Stand Work for Leaders | Examples Standard Work For Leaders - Elements » » »

Task Section

– – – Once Daily Tasks Multiple Times per Day Tasks Weekly or Monthly Tasks

Meeting and Metric Sections

– – Required meetings Tracking metrics

Notes Sections

– – – Notes (to note flow interrupters) Assignments (to note specific tasks for self or others) Improvements (o note improvement ideas or projects)

Stand Work for Leaders | Examples Form and Format » Should be with leaders at all times during the day – – – Clipboard Card Daily planner » Use as checklist to note completion » Note reasons why a task was not completed » Note missed targets and actions taken » Record daily notes, observations, follow up requests 75m

Stand Work for Leaders | Examples Form and Format

Do…

» » » Make the standard work in format of a checklist Allow space for: – – Notes (misses) Improvement projects or activities Allow variation for leaders in different areas or roles » Update the standard work frequently as process improvements introduce change

Stand Work for Leaders | How Daily Accountability Meetings

Four Tiers

1.

Tier 1: Team Start Up Meeting – Team leader meets briefly with team members 2.

Tier 2: Supervisor Meeting – Supervisor meets with team leaders and dedicated support group representatives 3.

Tier 3: Value Stream – Value Stream Manager with supervisors and support department personnel 4.

Tier 4: Executive – Executive with Value Stream Managers and support department personnel

Stand Work for Leaders | Examples SWL Example: Team Leader • ▫ ▫ ▫

Once daily

▫ ▫ ▫ Shift start meeting Review and adjust work plans Monitor production start up Post tracking sheets Attend board meeting in department Set next day’s work plans •

Multiple times daily

▫ ▫ ▫ ▫ Work on kaizen items Update hourly production control board Train operators as needed Monitor stop and start times

Standard work for Team Leaders is roughly 80% of their day

Stand Work for Leaders | Examples SWL Example: Team Leader

Time specific actions Notes on daily work and non standard tasks Non-Time specific actions Tasks assigned or received today

Stand Work for Leaders | Examples SWL Example: Supervisor • ▫ ▫ ▫ ▫

Once Daily

▫ ▫ ▫ ▫ Shift to shift communication Monitor production start up Post KPI tracking sheets Lead KPI board meeting in department Attend KPI board meeting in value stream level Audit standard work for one station Gemba walk with a Team Leader Set next day’s plans •

Multiple Times Daily

▫ ▫ ▫ ▫ Walk through the department Review visual boards and take action as needed Coach Team Leaders as needed Monitor stop and start times

Standard work for Group Leaders is roughly 50% of their day

Stand Work for Leaders | How Success Environment for SWL » Appropriate span of control – Trained team leaders, group leaders and support staff are in place » Visual controls – Sensible floor-level metrics to highlight abnormalities » Standard work at operator level – Stability and repeatability of operations

Stand Work for Leaders | How Keys to Sustaining • Strictly follow SWL • Define a process to update SWL • Maintain Visual Controls • Rigorous adherence to Tier Meetings • Faithfully conduct Gemba Walks • Gain and maintain Employee Involvement • Regularly assess both process and progress

Stand Work for Leaders | Summary Why Most Lean Implementations Fail?

» Training & information focuses on how to implement & use Lean TOOLS » The Tools are the easiest 20% of a Lean Implementation

Stand Work for Leaders | Why Many Lean Implementations Fail » Often miss the part about changing the way we manage.

»

This represents 80% of a the work

Without a lean management system, sustaining is nearly impossible and will lead to a failed lean implementation