Lean Management Systems &Standard Work for Leaders.ppt

lean thinking

1. Lean Management Systems
&
Standard Work for Leaders

2. Introductions
& Objectives

3. Introductions
»Who are you?
»How long with the YESCO?
»Something that few in the group know
about you?
Introductions and Objectives|
Lean Management Systems &
Standard Work for Leaders|

4. 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
Introductions and Objectives|
Lean Management Systems &
Standard Work for Leaders |

5. Course Outline
»Lean Management System
»WHAT is Standard Work for Leaders (SWL)?
»WHY is SWL Important?
–Benefits
»HOW to Implement SWL
–Examples
»Summary
Introductions and Objectives|
Lean Management Systems &
Standard Work for Leaders |

6. Lean Management
System

7. 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
Lean Management System |
Lean Management Systems &
Standard Work for Leaders |
»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???

8. Why a Lean Management System?
»Without a new way of managing a “new lean
production system”…..
Lean Management System |
Lean Management Systems &
Standard Work for Leaders |
•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

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

10. Four Elements of a Lean Management System
1.Standard Work for Leaders
2.Visual Controls
3.Daily Accountability Process
4.Leadership Discipline
Lean Management System |
Lean Management Systems &
Standard Work for Leaders |

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

12. Standard Work
for Leaders
WHAT Is….

13. What is a Standard?
Stand Work for Leaders| What is it?
Lean Management Systems &
Standard Work for Leaders |

14. Stand Work for Leaders| What is it?
Lean Management Systems &
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”
Standard WORK (for Leaders)

15. What ShouldStandard Work For Leaders (SW4L) include, to be
LEAN??
Standard Work for Leaders| What is it?
Lean Management Systems &
Standard Work for Leaders |
»Leadership actions that focus on Value
Adding processes
»Checking on visual controls
»Removing roadblocks for value adding associates
»Observing WWW, WDW, WDD
»Taking opportunity to teach
»Expected to be continually improved
»Includes time each task should be
completed (frequency)
»Process focused
30m

16. What is it NOT?
Standard Work for Leaders| What is it?
Lean Management Systems &
Standard Work for Leaders |
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

17. What is Standard Work For Leaders??
Standard Work for Leaders| More Understanding
Lean Management Systems &
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

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

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

20. What kinds of things can you CHECK?
Stand Work for Leaders| Examples
Lean Management Systems &
Standard Work for Leaders |
»Cleanliness Standards (5S)
»WWW, WDW, WDD
»WIP Standards
»Performance Standards
»Progress toward Goals
»Observe training progress
»Observe Kaizen activity
»System audits that check the system itself
»Are audits happening?

21. WHY
SW4Ls
45m

22. Why Standard Work for Leaders
Stand Work for Leaders| WHY?
Lean Management Systems &
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)

23. Why Standard Work for Leaders
Stand Work for Leaders| WHY?
Lean Management Systems &
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

24. Why Standard Work for Leaders
Stand Work for Leaders| WHY?
Lean Management Systems &
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

25. Why Standard Work for Leaders
Stand Work for Leaders| WHY?
Lean Management Systems &
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”.

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

27. Benefits of Standard Work for Leaders
Stand Work for Leaders| Benefits
Lean Management Systems &
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

28. HOW
To Implement SW4Ls
56m

29. WHEN to add SWL during the Lean Journey
Stand Work for Leaders| How
Lean Management Systems &
Standard Work for Leaders |
»Start with the physical changes (lean tools)
»Implement the 4 elementsalong 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

30. Stand Work for Leaders| How
Lean Management Systems &
Standard Work for Leaders |
Something to “go see”
2. Visual Controls
Who, what, when to check
Check that we checked and acted
3. Daily Accountability Process
Lead by example
4. Discipline
1. Leader Standard Work

31. Standard Work Content Varies by Position
Stand Work for Leaders| How
Lean Management Systems &
Standard Work for Leaders |
Standard work is LESS structured
•% of time standard
•Specific sequence
•Specific time of day
•More time for discretionary tasks
Standard work is MORE structured
•% of time standard
•Specific sequence
•Specific time of day
•Less time for discretionary
Executive –10%
Value Stream Manager –30%
Supervisor and Supporting Roles –
50%
(Engineering, Maintenance, Sales,
Finance, Continuous Improvement,
Purchasing)
Team Leader –80%
Operator –95%
Production Process

32. Stand Work for Leaders| How
Lean Management Systems &
Standard Work for Leaders |
Leaders standard work should be layered
(developed) from the bottom up
Team Leaders
Maintain production and
ensure operator standard work is followed
Supervisors
Monitor and support team leaders in their
ability to carry out their standard work
Value Stream managers
Monitor and support supervisors in their
ability to carry out their standard work
Executives
Time on the floor to verify the chain of standard work is
upheld and production process is stable and improving

33. 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

34. 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
Stand Work for Leaders| Examples
75m

35. 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| Examples

36. 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| How

37. •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
SWL Example: Team Leader
Stand Work for Leaders| Examples

38. SWL Example: Team Leader
Time
specific
actions
Non-Time
specific
actions
Tasks
assigned or
received
today
Notes on
daily work
and non-
standard
tasks
Stand Work for Leaders| Examples

39. •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
SWL Example: Supervisor
Stand Work for Leaders| Examples

40. 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

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

42. Why Most Lean Implementations Fail?
»Training & information focuses on how to
implement & use Lean TOOLS
Stand Work for Leaders| Summary
»TheTools are the easiest 20% of a Lean
Implementation

43. 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
Stand Work for Leaders|