lean management systems & standard work for leaders

Lean Management Systems

&Standard Work for Leaders

Introductions& Objectives

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|

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 |

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 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

Lean Management System |


» 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???

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

YESCO’s Mgmt System is the…. Lean Management System |


Four Elements of a Lean Management System

1. Standard Work for Leaders

2. Visual Controls

3. Daily Accountability Process

4. Leadership Discipline



Four Elements of a Lean Management System



Four Elements

Demonstrated

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

Standard Work for Leaders

WHAT Is….

What is a Standard?

Stand Work for Leaders| What is it?


Stand Work for Leaders| What is it?


» “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)

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

Standard Work for Leaders| What is it?


» 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

What is it NOT?

Standard Work for Leaders| What is it?


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

What is Standard Work For Leaders??

Standard Work for Leaders| More Understanding


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

Examples of LEAN SWL activities

Standard Work for Leaders| Examples of …


» Daily Accountability review

» Periodic Audits

» Visual Observations

» Daily Gemba Walk

» Frequent review of own activities, removing Non-Value Added

YESCO Management System

Value Creation (Operator Std Work)

The Flow of Information & Checks

Stand Work for Leaders| More understanding….


Team Lead

Supervisor

Dept Manager

Plant ManagementBOTTOM UP• Problems• Roadblocks• Results

DataTOP DOWN• Strategy• Vision• Support• Remove

Roadblocks

What kinds of things can you CHECK?

Stand Work for Leaders| Examples


» 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?

WHYSW4Ls

45m

Why Standard Work for Leaders

Stand Work for Leaders| WHY?


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)




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




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




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?» 2nd law of thermodynamics, roughly

interpreted… “things degrade over time, without being acted upon”.




Ability to Improve

Ability to Sustain Improvement

SWL

SWL is often the “missing link” or Bridge

Benefits of Standard Work for Leaders

Stand Work for Leaders| Benefits


» 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

HOWTo Implement SW4Ls

56m

WHEN to add SWL during the Lean Journey

Stand Work for Leaders| How


» 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



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

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

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



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

Team LeadersMaintain production and

ensure operator standard work is followed

SupervisorsMonitor and support team leaders in their

ability to carry out their standard work

Value Stream managersMonitor and support supervisors in

their ability to carry out their standard work

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

and improving

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)


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

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


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


• 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


SWL Example: Team Leader

Time specific actions

Non-Time specific actions

Tasks assigned or

received today

Notes on daily work and non-standard

tasks


• 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

timesStandard work for Group Leaders is

roughly 50% of their day

SWL Example: Supervisor


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


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


Why Most Lean Implementations Fail?» Training & information focuses on

how to implement & use Lean TOOLS

Stand Work for Leaders| Summary

» The Tools are the easiest 20% of a Lean Implementation

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|

lean management systems & standard work for leaders

Documents

lean management system

lean transformation

importance of standard

leaders swl

new lean production

stand work

leaders things

leaders changes