2. Tactical Operation Excellence – Shop Floor
 Respect for People
Continuous Improvement
Developing Problem Solving Skills
Strategic Operation Excellence – Plant Leadership Team
Hoshin – Pulling improvements thru each department
 Focus
 Alignment
Gemba Walks
Value Steam Mapping - Hoshin

3. Overview of a Lean Management System
1/5/2017 Cummins Confidential3
Management System
Walking the Talk Daily
Production System
Develop a “Floor Management Development System”
Lean Leadership
Retrain Front Line Supervisors and Team Coordinators
•Hoshin Kari
•Value Stream Map Mgmt
•Coaching and Teaching – Gemba Walks
•Pulling / Hold the entire System
accountable “Why”
•Mini-Business
•Daily Morning Meeting
•Andon Board
•One Pcs Flow
•Leaders Standardized Work
Knowledge
•Knowledge of the Work
•Knowledge of Responsibilities
•Skills in Instruction
•Skills in Leading
•Skills in Improving Process

5. “Don’t blame people
for problems created
by the system.”
— W. Edwards Deming

7. This is a story of one Supervisor and how
Standardized Work Change his performance.
What do we want LSW to be?

8. - To much time spent off of the
floor, not helping T/C & using
T/C time to review after the fact
(which is a waste of my time.)
- To many meetings by
Supervisors again not helping
me.
- To many programs of the mth
when will mgmt follow thru and
help us to complete something.
- Supervisors not even attending
our team critical meetings, but
we still have to waste our time
attending
-15 Vacation request not signed
- Std Work Audits not being
done by the Supervisor
- No review of our A3’s for
Why do we have you! What is your
Responsibility???????

9. Our task is how do we help in
Developing Supervisors –
through Standardized Work.
Make expectation or vision clearly
understood
Align front line Supervisor with the Plant
Expectation
Establish Metrics
Start by making time for problem solving
– with team members
Provide ongoing feedback and coaching
Force Self Reflection (Supervisor – great
tool for developing future )
-Humble
-Coach and Teacher
What do we want LSW to be?

10. This is a wkly standardized work audit report
Josiah,
How do we get 100% audit completion rate?
This is Josiah Boss Mason asking

11. The Supervisors Comments back. Sound Familiar
Give me an extra hour in the day? No, I'm kidding... I understand what Walt is saying about this and I
have since I first went through the training. I think the firefighting itself gets in the way most of the time,
but I can't place all the blame on that even though it does happen frequently. I try to get the SW Audits
completed before the 1:15pm break at the latest, but that's obviously not bullet-proof because I'll get
called elsewhere and have to take care of a problem and do follow-up afterward.
I'm a believer in peer accountability, and I think as we start implementing Standardized Work into our
Mini-Businesses we should start talking about it with each other just as we do with the team coordinators
and the operators we're observing during our audits. It needs to become part of our everyday routine
and discussion so that it's more of a focus. Right now, it still feels like that thing in the back of my mind
that I always "still need to get done." Joe on 6C does what he can to remind me if it's getting late in the
day, but it needs to become a more emphasized part of our regular daily operations. I think it would help
to "implement" it into our Production Meetings, Shift Notes, Shift Hand-Off, and everyday language or it'll
continue to be incomplete.
Other than that, the best thing I can think of is just setting a time for Standard Work Audits every day of
production and sticking to that time slot. If you have any other suggestions, maybe we could discuss it in
the next Shift Handoff tomorrow morning and just get all the BUM's together to talk about some ideas to
improve this. I know it's extremely important and we need to come up with a process for it just like
everything else.

12. Moving from Firefighter
To Coach and teacher
Our objective through LSW is to
align Senior Mgmt to Operators by
connecting front line Supervisors with
a clear set of expectation and shared
vision.
We call this Alignment – Everybody
should have the same picture – What
is our shared Purpose.
How do we create LSW?

13. Set the expectation
•Problem Solver
•Teacher / Coach
•Data – Based
decisions
•Fairness /
Accountability
•Runs their Mini-
Business like a
business owner
How do we create
LSW?
(First step 1)

14. Making time for
Problem Solving.
Start small - one
thing at a time –
review one small
problems
•Pareto – reoccurring
problems - what is the
source of the fires
•Fix one problem
for good
•This will create
more time

16. Every hour now the Supervisor
walks the shop floor.
Matching expectation with reality
No Blame - just gathering data &
Helping where necessary
And now that they have good data.
Helping the team in problems solvingHow do we create LSW?
(Step 2)
Never allow one bad hour to
creep into the next hour if you
can help it.
If you can’t help it document
every detail of the problem.

18. Any idea of what happen that last hour yesterday?
I talked to all the coordinators about that this
morning at 6:45, asked them how we lost 8-9
engines the last hour since we were up 5 at
one point. They said they had a lot of
gaps/weren't seeing a steady flow of engines.
Mason said he thought damper torque faulted
out at the end of the hour. So I didn't get a
clear answer on that. Like you said, it's
unacceptable and I should have been on that
right away. Gaps in the line could affect that if
issues were reported down the line toward the

24. 2. Identify and Quantify
the biggest issues for
action or problem
solving
6. Feedback into the
meeting the Cause and
Countermeasure
3. Target the biggest
losses and capture
the Concern
5. Identify the Root
Cause and a robust
Countermeasure
4. Take the Concern
out of the meeting and
address with rigorous
problem solving,
where appropriate
7. Drive the progress of
embedding the PDCA
within the Morning
meeting
8. Check back and
clarify the impact
on the results
Action identified Responsibility & date
allocated
In progress Action complete
StatusWhenOwnerAction for Transferring Best PracticeRaised
By
Key SuccessDate
Key Successes
9. Recognise and
celebrate
Successes
1. Review Performance
& daily TBWS Audits
CMEP Mini-Business Daily morning meeting

25. Plant Senior Mgmt
Plant Middle Mgmt
Supervisors - Bums
Operators
Tactical A3’s
Strategic A3’s
By Involving People…
We Empower People to Grow the Business
NEW REALITY WITH CMEP
Purpose of the Mini – Business is -Total
Cross Functional Employee Involvement
through Continuous Improvement
Plant Team Coord.

26. Core Values of Mini- Business Implementation;
 Respect for People
 Continuous Improvement
 People Involvement – Problem Solving Skills are developed
and honed at the Mini-Business level
 Focus & Alignment from Goal Tree to the floor – Putting the
Customer first
 Plant Communication & Critical Information sharing
 Support team works with Shop Operations in Problem Solving
 Resources Alignment – Mini-Business Develops future leader
 Performance is understood – Customer & Supplier

27. What is Leader Standard Work
 Leader standard work defines what the leader will
check, when it will be checked, and how it will be
checked. It also defines how the leader will respond if
there is a problem.
– Looking for solid evidence of process control.
– Are things going as planned?
– Is anything abnormalities to the work cycles or flow of
material?
– Are quality checks being made as specified?
1/5/2017 Cummins Confidential27

28. Layers of Leader Standard Work
Senior
Management
TeamLeaderAssociateSupervisorDirectorManager
Takt Board
Schedule Attainment
Associate
Standard
Work
Leader
Standard Work
Leader
Standard Work
A3
Problem Solving
Leader
Standard Work
Leader
Standard Work
Leader
Standard Work
Lean Training
Monitor and support supervisors in their ability
to carry out their standard work
Time on the floor to verify the chain of
standard work is upheld and production
process is stable and improving.
10%
Maintain production and ensure standard work
is followed
Monitor and support team leaders in their
ability to carry out their standard work
Leaders standard work should be layered (developed) from the bottom up
25%
50%
70%
80%
95%
Follow Standard Work
Review
performance
trends
Layers of LSW?

29. What is Leader Standard Work?
Visual hourly & daily performance management
system that is:
Visual
Timely
Drives
Action &
Learning

30. 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
•Leaders as teachers
•Ask the 5 whys
4. Discipline
1. Leader Standard Work

31. Summary
-Skills and behaviors of supervisors have
a tremendous impact on performance and
mindset of the operators
-The decision to develop high performing
supervisors is strategic, it will differentiate
you from your competition
-You should only make the investment if
you are willing to commit, training by itself
is a waste of time and money.
But if you are the
results are
outstanding!!!!!