Lean Management Systems & Standard Work for Leaders

1. Lean Management Systems &Standard Work for Leaders

2. Introductions & Objectives

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

4. Introductions and Objectives| 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 |

5. Introductions and Objectives| 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 Systems & Standard Work for Leaders |

6. Lean Management System

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

8. 15m Lean Management System | 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 Lean Management Systems & Standard Work for Leaders |

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

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

11. Lean Management System | Four Elements of a Lean Management System Lean Management Systems & Standard Work for Leaders |

12. WHAT Is…. Standard Work for Leaders

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

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

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

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

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

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

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

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

21. 45m WHY SW4Ls

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

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

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

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

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

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

28. 56m HOW To Implement SW4Ls

29. Stand Work for Leaders| How WHEN to add SWL during the Lean Journey • 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 Lean Management Systems & Standard Work for Leaders |

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

31. Stand Work for Leaders| How • 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 Standard Work Content Varies by Position 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 Lean Management Systems & Standard Work for Leaders |

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

33. Stand Work for Leaders| Examples 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)

34. 75m Stand Work for Leaders| Examples 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

35. Stand Work for Leaders| Examples 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

36. Stand Work for Leaders| How Daily Accountability Meetings Four Tiers • Tier 1: Team Start Up Meeting • Team leader meets briefly with team members • Tier 2: Supervisor Meeting • Supervisor meets with team leaders and dedicated support group representatives • Tier 3: Value Stream • Value Stream Manager with supervisors and support department personnel • Tier 4: Executive • Executive with Value Stream Managers and support department personnel

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

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

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

40. Stand Work for Leaders| How 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

41. Stand Work for Leaders| How 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

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

43. Stand Work for Leaders| 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