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Lean Management Systems &Standard Work for Leaders.ppt
- 1. Lean Management Systems & StandardWork for Leaders
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- 3. Introductions » Who areyou? » 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 doyou 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 » LeanManagement 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 |
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- 7. What is aLean 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 LeanManagement 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 Systemis the…. Lean Management System | Lean Management Systems & Standard Work for Leaders |
- 10. Four Elements ofa 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 ofa Lean Management System Lean Management System | Lean Management Systems & Standard Work for Leaders | 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
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- 13. What is aStandard? Stand Work for Leaders| What is it? Lean Management Systems & Standard Work for Leaders |
- 14. Stand Work forLeaders| 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 Should StandardWork 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 itNOT? 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 StandardWork 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 LEANSWL activities Standard Work for Leaders| Examples of … Lean Management Systems & Standard Work for Leaders | » Daily Accountability review » Periodic Audits » Visual Observations » Daily Gemba Walk » Frequent review of own activities, removing Non-Value Added
- 19. YESCO Management System Value Creation (OperatorStd 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 ofthings 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?
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- 22. Why Standard Workfor 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 Workfor 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 Workfor 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 Workfor 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? » 2nd law of thermodynamics, roughly interpreted… “things degrade over time, without being acted upon”.
- 26. Why Standard Workfor 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 StandardWork 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
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- 29. WHEN to addSWL 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 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
- 30. Stand Work forLeaders| 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 ContentVaries 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 forLeaders| 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 ForLeaders - 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 FourTiers 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: TeamLeader 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 forSWL » 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 Gemba Walks • Gain and maintain Employee Involvement • Regularly assess both process and progress Stand Work for Leaders| How
- 42. Why Most LeanImplementations 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
- 43. Why Many LeanImplementations 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|