Standard Work For Leaders - Yesco

Lean Management Systems
&
Standard Work for Leaders
Introductions
& Objectives
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|
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

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
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???

15m
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 System | YESCO’s Mgmt System is the….

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 • Standards that facilitate
Leaders 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
WHAT Is….
Standard Work
for Leaders
Stand Work for Leaders| What is it?
What is a Standard?

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”

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)

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

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 Timely & Drives Action & Learning,

Understood Consistent & Removes Barriers to
Success

Standard Work for Leaders| Examples of …
Examples of LEAN SWL activities

» Daily Accountability review
» Periodic Audits
» Visual Observations
» Daily Gemba Walk
» Frequent review of own activities, removing

Non-Value Added

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

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

45m
WHY
SW4Ls
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)


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”.

SWL is often the

“missing link” or Bridge
Ability to Improve
SWL
Ability to Sustain
Improvement

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

56m
HOW
To Implement SW4Ls
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

1. Leader Standard Work
Who, what, when to check
4. Discipline
2. Visual Controls
3. Daily Accountability Process
Lead by example

Check that we checked and acted Something to “go see”
Standard Work Content Varies by Position

Standard work is LESS structured Executive – 10%
• % of time standard
• Specific sequence Value Stream Manager – 30%
• Specific time of day
• More time for discretionary tasks Supervisor and Supporting Roles –
50%
(Engineering, Maintenance, Sales,
Standard work is MORE structured Finance, Continuous Improvement,
• % of time standard Purchasing)
• Specific sequence
• Specific time of day Team Leader – 80%
• Less time for discretionary
Operator – 95%
Production Process

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

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)
75m
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
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
SWL Example: Team Leader
• Once daily • Multiple times daily

▫ Shift start meeting ▫ Work on kaizen items
▫ Review and adjust work ▫ Update hourly production
plans control board
▫ Monitor production start up ▫ Train operators as needed
▫ Post tracking sheets ▫ Monitor stop and start
▫ Attend board meeting in times
department
▫ Set next day’s work plans
Standard work for Team Leaders is roughly 80% of their day

SWL Example: Team Leader
Non-Time
Time specific
specific actions
actions
Notes on Tasks
daily work assigned or
and non- received
standard today
tasks
SWL Example: Supervisor

• Once Daily • Multiple Times Daily
▫ Shift to shift communication ▫ Walk through the
▫ Monitor production start up department
▫ Post KPI tracking sheets ▫ Review visual boards and
▫ Lead KPI board meeting in take action as needed
department ▫ Coach Team Leaders as
▫ Attend KPI board meeting in needed
value stream level ▫ Monitor stop and start times
▫ Audit standard work for one
station
▫ Gemba walk with a Team Standard work for Group
Leader Leaders is roughly 50% of
▫ Set next day’s plans their day
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
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
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

Standard Work For Leaders - Yesco

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Lean Management Systems

» Who are you?

Lean Management Systems &

» What do you expect to get out of the

Lean Management Systems &

» HOW to Implement SWL

Lean Management Systems &

What is a Lean Management System?

» Not that Results are any less important in a

Lean Management Systems &

Lean Management System |

Why a Lean Management System?

Lean Management Systems &

Lean Management Systems &

Four Elements of a Lean Management System

Lean Management Systems &

Four Elements of a Lean Management System

Four Elements Demonstrated

Lean Management Systems &