lean leadership

Leadership Standard Work

Posted on by Adam Payne

Now most of us know and understand Standard Work, and hopefully when I say standard work your thinking of Process Capacity Tables (PCT), Standard Work Combination Tables (SWC), Standard Work Layout (SWL) and Standard Operating Procedures (SOP) and NOT just standard operating procedures????.

As a refresher

  • PCT – illustrates the production capacity of each process involved in producing a part.
  • SWC – combines human movement and machines cycle times based on Takt time.
  • SWL – A cell which is able to meet changing Customer requirements, as identified by Takt Time, with any number of Team Members, whilst maintaining productivity, without the waste of waiting.
  • SOP – is the document that details the current best method of operation. It includes quality checks, safety checks and any other activities that are included in the standard operation.

Now standard work also applies to management! Known as Leadership Standard Work.

Not to be confused:

Standard Work = a tool used to provide consistency of outcome

Leadership Standard Work = provides a structure and routine

It follows these three keys to leadership

  • Go See – spend time on the frontlines, be it, manufacturing, service, health sector, finance, etc.
  • Ask Why – use the “Why technique daily”
  • Show Respect – Respect your people

Leadership standard work is about walking the frontlines, seeing the abnormal from normal conditions. What is the work that’s is being done? What is the process? Is it adhered to? Are the business results being achieved? What is the next improvement that has been identified?

Leadership Standard Work in the case of a Production Manager may involve

  • A daily plan
  • A workplace walk across all areas
  • A conversation with a person from each area
  • Checking that Senior Management walks are completed
  • Is the 5S to the agreed standard?
  • Are actions being closed out?
  • Etc.

As we go up the hierarchy the standard work may become weekly, monthly, quarterly, etc.
A Senior Manager or General Manager may do the following:

  • Weekly frontline walk to touch base with associates, supervisors in each area to understand how the plant is running.
  • Spend time in the problem solving meetings, asking why, coaching and mentoring
  • Checking all critical audits are complete?
  • Are standards being adhered to?
  • Etc.

Leadership Standard Work Audit

Frontline associates see things first and we want to let them know what to do and feel at ease in highlighting the abnormal from normal conditions.

Leadership Standard Work is based on walking the frontline, observing waste and abnormalities, asking questions and supporting the improvement process.

By embedding this practice, leaders can begin to create a culture that:

  • Solves problems quickly and permanently.
  • Drives continuous improvement.
  • Develops the next generation of leaders.
  • Make continual gains in performance.
  • Embeds the culture of team working.

My early appreciation and benefit of this practice was implementing it at Unipart early 2000’s. It was implemented throughout the structure, from Team Leader to Managing Director, an example of which is the image above, showing the leadership pyramid/timing and Senior Manager standard work. Due Diligence is key to this practice, not paying it lip service or tick in the box mentality.

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“Performance Rooms” a powerful Visual Management Tool.

Posted on by Adam Payne

Over the last few months I had a number of discussions regarding what I call “Performance Rooms” others call “War Rooms” (never really been keen on that expression but as long as the process is followed what does it matter) or the Japanese term “Obeya Rooms”. I will use Obeya in this article.

These rooms and the disciplined approach to the process behind them helps businesses to reach their strategic/tactical goals and promotes the creation of solutions and actions that can be developed and implemented quickly. The aspect of Managing Performance Improvement for any business undertaking Growth or Lean.

Strategy Room

The following is an overview to understand the theory behind it.

Obeya is based on a simple idea that we dedicate: time, space, the coordination to root cause analysis and problem solving so that organisational barriers are minimised. This ability to maintain a disciplined approach to real-time problem awareness, listening to team members concerns, making discoveries, resolving problems, collaborating and above all developing/mentoring our people is critical to the success of a business.

They promote the coordination and implementation of Strategic and Tactical issues by mobilising and pulling together the intellectual resources of all employees in the service of the firm.

The following are different types of Obeya Rooms (not limited to):

Product Launch; when developing a new product, managers responsible for decision making in design, production engineering, and manufacturing gather in one place to shorten the lead-time through real-time problem resolution.

Business Process Layout: Centralised data collection, prioritising and action planning.

Focused: Project Performance Rooms, SQPDC, A3 Problem Solving, Continuous Improvement rooms.

Observations to consider when looking at Obeya Rooms :

  • Use two colors when tracking status, Red and Green. This avoids ambiguities; the status is ON TARGET or NOT.
  • Define SMART metrics (Specific, Measurable, Attainable, Realistic, Timely), no more than 3-5 focused metrics as more would be impractical for every day review.
  • Problem, Follow-Up and Countermeasure Boards are mandatory, the team must be prompted to solve issues immediately. The deferment/stalling to solving the problem is not allowed.
  • Meeting Discipline – Punctuality, Question and Challenge with dignity and Respect and the meeting should last no more than 30mins.
  • The flow for review takes the shape of Check, Plan, Do, Check, Act instead of the normal PDCA.

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Less Can be More in Report Writing – telling the Story Using an A3 Report.

Posted on by Adam Payne

Some contacts asking about A3 Problem Solving, I thought I would do a quick overview.

Problem solving is about thinking, but writing things down can help thinking as well.

Using the A3 process we can document key information and decisions each step of the way which can then be shared with others, to get input, and make modifications by using that input.

Why A3? Originally it was because much of the communication across Toyota (the various sites and nations) was by fax, and this was the largest size paper that could fit in a fax machine. (Amazing how some things materialise)

A3 Problem Solving Template

The key fundamental about A3 reports is not the format or the finesse with which you fill in the different sections which fancy drawings, charts etc. It’s the COMMUNICATION process. The A3 is fundamental to the process of problem solving and decision-making. It allows the most critical of information to be shared with your business or businesses for others to evaluate on the thought processes used and as a means for requesting support and advice, which in turn aligns everyone in the organisation on how the A3 will move forward.

The above image is a typical layout (not set in stone though, as previously mentioned the format is not the point), but it highlights the different stages and guidelines for completion.

For anyone interested contact me and I’ll send the guide and some examples in PowerPoint format. My personal opinion is use paper and pencil for a start.

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Leadership Alignment

Posted on by Adam Payne

Leadership teams still operate in silos. Commercial don’t talk to operations and vice versa, individual objectives are not aligned to the business needs, Quality stands alone. Your business may have a company vision but is this realised/disseminated throughout the organisation and most importantly of all, is your leadership team aligned to it.

Creating a clear company vision is key to your organisation’s success, but how do you make sure everyone on your leadership team agrees? Now this doesn’t mean that your team need to get on together but it does mean they are fully focussed and completely in agreement on what needs to be delivered.

Make sure everyone on your leadership team is on the same page with a crystal-clear vision for your organisation by AGREEING on the answers to these questions. REMEMBER AGREEING AS A TEAM!.

This walk-through helps your team clarify and agree on your company vision and priorities.

 

What are your Core Values?

What are the 3-5 characteristics that define who you are as a company, culture and leadership team?

 

What is your Focus?

What is it your business excels at? What is its core competence? What’s your purpose?

 

What is your 10 year Vision?

What is the goal you are all working towards? What does the finish line look like?

 

What is your Marketing Strategy?

Who is your ideal target market? What are your Unique Selling Points you need to tell to the world? What is your proven process for doing business with your customers? What’s your guarantee?

 

What is your 3 year Strategy

What is the Revenue, Profit and Measurable goals (remembering KPI’s drive behaviour so make sure you have the correct ones)? 3-5 bullet points on what your business will look like in 3 years.

 

What is your 1 year plan?

What IS the plan, what are the 3-7 most important things that must be done within the next 12 months? (Less is More)

 

Quarterly Milestones

What are the most important things your team must do in the next 90 days to ensure they hit the 1 year plan to put you on track to make your 3 year Strategy a Reality?

 

Implement a governance process to ensure execution.

Give time, Space and co-ordination of problem solving so that the organisational barriers are removed.

REMEMBER AGREEMENT AT EVERY QUESTION BEFORE YOU MOVE ON

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