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Mastering the Huddle Office of Lean Transformation
This document provides guidance on conducting effective huddles using visual management tools. It discusses: 1) The purpose of huddles is to allow effective communication throughout a department and engage staff while reducing lengthy meetings. Huddles should occur weekly for 30 minutes in the same place where work takes place. 2) A standard huddle agenda includes sharing good news, reviewing metrics and goals with a data leader, discussing roadblocks, and brief housekeeping. The facilitator ensures participation and accountability. 3) Visual boards are used to depict goals, metrics, projects and ideas to show if progress is being made. They provide transparency and direct leaders to areas needing support. 4) Preparation, celebration
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Mastering the Huddle Office of Lean Transformation
- 1. LEAN Training 2.0 MasteringThe Huddle and Visual Management Department of Economic Security Office of Lean Transformation
- 2. • More Money •More People • LEAN principles –Co-locating –Flow –Poke-yoke –Standard Work –Cross training –ETC. Toolkit Review But how do you know WHEN and WHERE to use these tools??
- 3. What is AHuddle? Logistics Format Purpose
- 4. Purpose of aHuddle 01 02 03 04 Allow for effective communication structure throughout the department/division/unit Supports Lean Management System Integral part of Manager’s Standard Work Eliminates communication barriers Engages staff creatively 05 Reduces &/or eliminates lengthy staff meetings 06 A huddle is NOT another meeting to attend
- 5. When and Where? TheWeekly Huddle should occur on the same day, at the same time in the same place Where the work takes place Should last no more than 30 minutes
- 6. Huddle Etiquette Brief andSuccinct “Take conversation OFFLINE” Standing Visual Board that everyone can SEE
- 7. Huddle Facilitator Data Leader Scribe Teammembers Unit Manager Roles & Responsibilities
- 8. Huddle Standard Agenda GoodNews Top 1 Metrics Data Leader Roadblocks All Team Members Housekeeping Cheer
- 9. Reciprocal Relationship Hierarchy Good News Responsesto Roadblocks Housekeeping Roadblocks
- 10. Anatomy of aHuddle Can be personal but most often pertaining to how a roadblock was removed, commending a colleague on outstanding performance or innovation Good News
- 11. Anatomy of aHuddle Top 1 of 5 – Method to take control of your car. – Must be able to quantify and complete this week – Not enough to simply make the wheels turn. Must DRIVE the car as well. • Hold each other accountable • What was last week’s Top 1? – completed? • What is this week’s Top 1? Top 1 Top 1 Top 2 Top 3 Top 4 Top 5 What is your Top 5?
- 12. It is theresponsibility of leadership to ensure that improvement activity is just as important as getting our work done We must be intentional about creating capacity for our continuous improvement activity Anatomy of a Huddle Top 1 Daily Work Improvement Activity
- 13. Anatomy of aHuddle • Review your Scorecard • Use as a tool for evaluating and improving Metrics Data Leader Areas of Opportunity Areas Needing Attention Successes Visual Systems
- 14. WINNING THE GAME Xto Y by When They focus our effort on those activities that have the highest impact on our overall performance. “The War” “Winnable Battles” Anatomy of a Huddle Metrics Data Leader TEAM GOAL LEAD MEASURE 1 LEAD MEASURE 2 LEAD MEASURE 3 Lead measures are lead indicators that we’re making progress.
- 15. Define Targets IdentifyLead Measures Visual Management: are we winning the game? Weekly cadence of progress and accountability Metrics Data Leader
- 16. Lead measures cannot beless aggressive than commitments already made by the agency. Anatomy of a Huddle Metrics Data Leader Choose lead measure targets that challenge the team without making it an unwinnable game. What is possible? • New and Better Actions • Leverage Excellence • Fix Inconsistencies Rank by Impact • Team activity – multi-voting and discussion Test Top Ideas • Start with a verb • Is it predictive? • Is it influence able? • Is it ongoing or is it a “once and done?” • Is it a leader’s game or a team game? • Can it be measured? • Is it worth measuring? 01 02 03
- 17. The Whole Process Metrics DataLeader Measure Identify areas of opportunity Improve (LEAN tools) Make modifications Re-evaluate
- 18. Anatomy of aHuddle Managers this section of a Huddle should set your agenda and Top 5 for the week.Roadblocks All Team Members Tip:
- 19. Anatomy of aHuddle Housekeeping Ideally in a 20 min Huddle, no more than 2 minutes Traditional meetings spend 95% of their time reviewing “housekeeping” items. Remember Housekeeping is an Information Down function. We must have Information Up as well.
- 20. Anatomy of aHuddle Cheer Be creative Motivational thought, story, or quote Should engage staff Sets the tone for the week Ideally pass this responsibility to everyone in the team.
- 21. Secret to anAWESOME Huddle Prepare Failure to plan is planning to fail. Assign cheer to someone. If there is a direction for the huddle, share that so that person can prepare. Review the past week. We MUST celebrate our accomplishments. Closely review metrics prior to Huddle. Note patterns, areas of concern, investigate! Review roadblocks from prior weeks and be prepared to offer updates
- 22. Visual Management (Huddle Boards) Visuallydepict if we are winning or loosing Suppliers Projects Suppliers Team Members Suppliers Ideas Suppliers Metrics
- 23. Visual Management shoulddo four things: Visual Management It should give the status of the process It should direct the leadership to areas that need support It should indicate the actions or countermeasures that are in process It should show normal vs. the abnormal, or what is right and what is wrong
- 24. Visual Management Assessing avisual management board: Evidence of visual management practices – leader standard work Evidence that the information within the tools is maintained and current Measurements include goals/targets (expected) and actual results Reasons for “misses” are documented &drive improvement efforts Evidence of a system of standards and responses Modifications and updates as conditions change
- 25. Huddle Board Basics HuddleBoards support visual management, one of the key elements of a lean workplace Boards have the structure to capture critical information that drives discussion Huddle discussions around the board ensure that our boards become a scoreboard that tells us if we’re “winning the game” and what to adjust The boards also help management get involved and remove barriers to our success
- 26. 4 Corners Team CornerMetric Corner Idea Corner Project Corner
- 27.
- 28. Keys to Success Focusfirst on adherence to the process, then on results Make commitments and hold each other accountable Track results each week on the huddle board Make adjustments as needed
- 29.
Editor's Notes
- #4 Purpose- Communication “ The single biggest problem in communication is the illusion that it has taken place.” Ex. 1:1 meetings with your boss, how much of it is one-way? "The two words information and communication are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through." - Sydney Harris Logistics- Standing, open area. Need a visual board. At a minimum your first row of org chart boxes should be there. If your second row can be there as well, that’s fantastic! Ideally face to face although that’s not always possible. If you need to conference in, make sure everyone in your office at each location gets together in a conference room and calls in together. Invite as many additional people to call in (lower levels). There are there for FYI and most likely won’t communicate. Their participation comes in during their huddles which is why they need to have their own huddles. Format- Good news, Metrics (Top1 and scorecard review), Roadblocks, housekeeping, cheer
- #8 Huddle Facilitator: Responsible for team members completing updates prior to meeting. Begin and end the meeting within allotted time. This is critical. Data Leader: Update the graphs for the huddle board prior to the meeting. Make sure all team members are adequately trained in Excel. Scribe: Take notes during the meeting and post next to huddle board or SharePoint site immediately following the meeting. Team members: Come to the meeting prepared to deliver an update. Unit Manager: Your job is to lead by example.
- #10 Instructor: Remember those communication quotes? Two-way is imperative. It’s easy to make it one way, but as the Huddle leader or moderator, you should do the least talking. You should just adhere to structure. This is why the Manager does not need to be the one to lead huddle. In fact, pass it around. Find someone who is most energetic and let them lead the huddle. The Huddle leader is the one who sets the tone for the huddle. If they are not overly excited, the excitement level will never raise about them.
- #11 Instructor: Make this super fast paced with people racing to share good news. It will set the tone. Cheer and clap often!
- #12 Instructor: Top 1 of 5. Initially, you should ask all of your top org. boxes to email you their top 5. Vet them for alignment. If your organization is focused on improving customer service and you have someone working on a non-necessary form, ask them to stop focusing on that. Your chance to move things to Top 1 if needed. Hammer, not a wrench. Embrace the red
- #13 Instructor: It is important to help our teams expand the red piece of the pie. Note: Continuous Improvement IS part of our daily work.
- #14 Instructor: Lead and Lag- biggest huddle should focus most on LAG measures. Each breakout should work on the lead measures that affect the LAG measures you talk about during the bug buddle. For example- CCA. If your lag measure is we have x kids in the system and to support them you need x providers and facilities and your lag measure is measuring # of kids in system and # of providers available, your certifications team should be actively and aggressively measuring number of homes opening, # of homes closing, i.e Capacity. Hammer, not a wrench. Embrace the red
- #15 Instructor: Your lead measures move your goals (lag measures)
- #27 Instructor: This is an example of a metrics board. The elements for this board should be similar but create content and layout that works best for your team.