Lean Leadership Overview

advertisement
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|
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 |
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 |
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???
Lean Management Systems &
Standard Work for Leaders |
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 |
Lean Management System |
YESCO’s Mgmt System is the….
Lean Management Systems &
Standard Work for Leaders |
Lean Management System |
Four Elements of a Lean Management System
1. Standard Work for Leaders
2. Visual Controls
3. Daily Accountability Process
4. Leadership Discipline
Lean Management Systems &
Standard Work for Leaders |
Lean Management System |
Four Elements of a Lean Management System
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
Lean Management Systems &
Standard Work for Leaders |
WHAT Is….
Standard Work
for Leaders
Stand Work for Leaders| What is it?
What is a Standard?
Lean Management Systems &
Standard Work for Leaders |
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 |
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 |
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 |
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 |
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
Lean Management Systems &
Standard Work for Leaders |
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 |
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 |
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)
Lean Management Systems &
Standard Work for Leaders |
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 |
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 |
Stand Work for Leaders| WHY?
Why Standard Work for Leaders
Reality Check
» True or false: “Good” systems are selfsustaining, 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 |
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 |
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 |
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
Lean Management Systems &
Standard Work for Leaders |
Stand Work for Leaders| How
1. Leader Standard Work
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”
Stand Work for Leaders| How
Standard Work Content Varies by Position
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
Lean Management Systems &
Standard Work for Leaders |
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 |
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)
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
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
Stand Work for Leaders| How
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
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
Stand Work for Leaders| Examples
SWL Example: Team Leader
Time
specific
actions
Notes on
daily work
and nonstandard
tasks
Non-Time
specific
actions
Tasks
assigned or
received
today
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
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
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
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
Download