A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership. For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh

1. Lean Management, Lean Leadership, and
Leader Standard Work
A Webinar Hosted by AME
8 April 2016

2. © David Mann 2016
www.dmannlean.com
Webinar Topics
„ Introduction
„ Nature of lean and difficulty sustaining its gains
„ Overview: Lean Management System (LMS)
„ Interdependence of lean’s tools and LMS
„ Process focus: Leader standard work
„ Value proposition in LMS
„ Meaningfully engaging executives in lean
„ Summary, Q&A

3. © David Mann 2016
www.dmannlean.com
What’s the nature of lean?
According to Shigeo Shingo*:
„ Lean is fundamentally about finding waste
„ Lean thinkers search out problems where none are
thought to exist
* The sayings of Shigeo Shingo: Key strategies for plant improvement. Translated by Andrew P.
Dillon. Productivity Press, 1987. Original publication 1985, The Nikkan Kogyo Shimbun, Ltd
3

4. © David Mann 2016
www.dmannlean.com
This seems simple enough...
„ But highlighting problems can be difficult - and
risky – in a conventional organization
„ Highlighting problems goes against
• Habits
• What conventional bosses expect
• Personal reinforcement contingencies – that is,
rewards and punishments
4

5. © David Mann 2016
www.dmannlean.com
Because of habit and convention...
Lean is harder than it seems!
„ Many organizations begin the lean journey
„ Few (~ 5%) see it through to sustained gains
„ Kaizen and 6 sigma successes equally fail to last
„ Why? Failure to recognize implications for
managers’ practices and behaviors
„ Lean management addresses behaviors, tools,
practices to sustain, extend lean production’s gains
5

6. © David Mann 2016
www.dmannlean.com
A lean ecosystem
„ For sustained lean success, experience suggests the
need for a lean ecosystem
„ The ecosystem has two main sub-systems:
1. Lean production system: tools to improve process
stability and performance
2. Lean management system: leaders’ behaviors,
practices and tools to focus on the process, sustain
initial lean gains, drive further improvement
6

7. © David Mann 2016
www.dmannlean.com
1. Lean tools: Improve stability
2. Lean Mgt: Sustain gains, capture problems, assign actions
3. Lean tools: Improve stability
4. Lean Mgt: Sustai gains, capture problems, assign actions
5. Lean tools: Improve stability
6. Lean Mgt: Sustain ...
7. Lean tools: Improve ...
8. Continue until perfection!
.
Process
Focus
Lean tools
Findproblems!
Process
Focus
Lean tools
Findproblems!
Process
Focus
Lean tools
Start
here
Findproblems!
A lean production + lean management ecosystem:
Healthy, sustainable, beneficial
7

8. © David Mann 2016
www.dmannlean.com
Lean production and LMS: Interdependent
„ Well established:
• Gains from lean production are rarely sustained
„ Less well known but equally true:
• Lean management – without the gains from lean
production – is seen as meaningless
• LSW particularly seen as bureaucratic “check the box”
exercise, does not produce improvement
8

9. © David Mann 2016
www.dmannlean.com
Lean management’s value proposition
„ For leaders, for front line workers:
1. Did lean tools eliminate a chronic problem,
frustration?
2. Would you like to see this benefit sustained?
3. In the past, would you expect the benefit to last?
4. If it lasted, would it make for a better day at work?
5. What’s in it for you: LMS sustains the benefit
6. LMS captures next opportunities for improvement
9

10. © David Mann 2016
www.dmannlean.com
Lean management’s focus on process
sustains gains and drives improvement
3. Leader Standard Work
2. Standard
(Visual)
Accountability
(Sustained behavior)
(Improvement)
(Frequent focus on
process health)
1. Visual Controls
Process
Focus!
10

11. © David Mann 2016
www.dmannlean.com
Lean management’s focus on process
sustains gains and drives improvement
3. Leader Standard Work
2. Standard
(Visual)
Accountability
(Sustained behavior)
(Improvement)
(Frequent focus on
process health)
1. Visual Controls
Process
Focus!
11

12. © David Mann 2016
www.dmannlean.com
Visual controls: Key elements
What did we
expect?
What did we
actually get?
If we didn’t get it,
What happened?
What are we
looking for?
12

13. © David Mann 2016
www.dmannlean.com
Visual controls inhigh speed automated processes:
OEE six big losses - Minutes lost & why
Hour mtl operat’r min stop maj stop defect speed describe
13
6
7
8
9
10
11
12
1
2
3
etc
17 Forklift down
9 Wrong plate staged
Impression cylinder misagaligned27

14. © David Mann 2016
www.dmannlean.com
Expected vs actual and description of misses in a
takt paced assembly process
Supervisor
initialed every
hour
14

15. © David Mann 2016
www.dmannlean.com
Capturing interruptions, delays in variable duration
cardiac procedures
15

16. © David Mann 2016
www.dmannlean.com
Lean
management
-­‐
A
closer
look
3. Leader Standard Work
2. Standard
(Visual)
Accountability
(Sustained behavior)
(Improvement)
1. Visual controls
Process
Focus!
(Frequent focus on
process health)
© David Mann Lean Consulting 2010 Reproduced with permission
16

17. © David Mann 2016
www.dmannlean.com
Daily accountability process
17
Ø Brief, timed, stand up, on or near the floor
Ø Standard agenda:
• Yesterday’s visuals for needed follow-up
• Tasks assigned for follow-up – cause or action
• Written as verb, noun – action is the idea!
• Review tasks due today
• Completed? Green
• Not completed? Red, reason why
• Help needed? Expected completion?

18. © David Mann 2016
www.dmannlean.com
Daily accountability: Did you complete
assigned tasks on time?
Names 4/4 4/5 4/6 4/7 4/8 4/9
John
Jane
George
Phan
Marie
bring
donuts
verb
noun
verb
noun
verb
noun
verb
noun
Today
18
verb
noun
verb
noun
verb
noun
verb
noun

19. © David Mann 2016
www.dmannlean.com
Lean
management
-­‐
A
closer
look
3. Leader Standard Work
2. Standard
(Visual)
Accountability
(Sustained behavior)
(Improvement)
1. Visual controls
Process
Focus!
(Frequent focus on
process health)
© David Mann Lean Consulting 2010 Reproduced with permission
19

20. © David Mann 2016
www.dmannlean.com
20
Leader standard closes the loop on process
focus, and keeps it closed
Improvement
Lean
gains
Leader
standard
work
Courtesy Scott Simmons

21. © David Mann 2016
www.dmannlean.com
Intent of leader standard work
„ Guarantee the integrity of the standardized lean
production system by consistent focus on the
production processes as they cycle
• Being in the production area “grasping reality”
• Observing adherence to standardized work (10 cycles or
10 minutes) each person for team leaders, 1 person per
team leader for supervisors, and so on
• Talking with operators about recent changes in standard
work, and their thinking on further improvement
• Reinforcing your personal relationships with them

22. © David Mann 2016
www.dmannlean.com
Date:
Zone Leader Std. Work Zone Leader Std. Work
Time TASKS
5:15 Check for call-in
Review vacation log
5:30 Hold Daily Start-up Mtg.
Review manpower needs
Review shortages
Review Cross-training and zone training plans
Review schedule - mix and daily APS requirements
Assign EE to work areas
Check for employee issues
5:45 Attend Dept. Zone Leader Mtg.
Review manpower needs
Review shortages
6:00 Adjust Labor Planning Board
Review 3rd shift production log/notes with counterpart
Review Cross-training and zone training plans
Review schedule/mix for late changes
Adjust EE assignments as needed
6:30 Check Kanban Inventories
Review Minimum Levels
Review Maximum Levels
Review 5's organization
8:00 Gemba Walk with Supv. & ZL's
Note assignments
9:45 Attend Lean Board Meeting - Daily
10:30 Attend Division Zone Leader mtg - Daily
1:30 Next Day Planning
Review vacation log
Review Cross-training and zone training plans
Review schedule - mix and daily APS requirements
Assign EE to work areas
1:45 Set-up night shift priorities
Id work centers to be manned
Id part numbers & quantities to be ran
2:00 Establish personal plan for next days activities
Lean Tasks
Employee Training
Process Improvement
Time TASKS
Monitor 40 min. clock (before and after all breaks)
1st break 2nd break Lunch
7:45 9:45 12:00
Zone Walk through (5X per day)
1st 2nd 3rd 4th 5th
Verify hourly production tracking, post results,
note and act on any flow interupters.
6:30 11:30
7:30 12:30
8:30 1:30
9:30 2:30
10:30 3:30
All Monitor Std. Work
the Check for compliance
Time Reinforce & correct operator behavior
Update Std. Work as needed
When Provide Operator Training (as needed)
Needed Train & Certify new employees
Review Cross-training and zone training plans
Keep skill versatility matrix current
Front Back

23. © David Mann 2016
www.dmannlean.com
Leader Standard Work-VS Manager
Task pad coded
daily or as recurring
Standard weekly or
specific-today tasks
Emergent
items
Notes,
working diary
Note: Outlook and Groupwise both have trifold formats

24. © David Mann 2016
www.dmannlean.com
Person dependent or process dependent?
„ Lean systems seek to be process dependent
„ In human systems, at some level a person must
monitor and reinforce consistent adherence
„ Leader standard work defines this monitoring and
reinforcement
„ Overlapping content between levels of LSW help
guarantee the system’s integrity, but...
„ Ultimate integrity depends on support by execs
„ So, what about executive standard work???
24

25. © David Mann 2016
www.dmannlean.com
Problem statement:
Operations VP, precision machining, 2014
“I have hosted hundreds of tours at [our
company] since we began to apply the lean
management system starting in 2008.
The majority of Lean Champions that came
through confided in me that "getting their executives
on board was very difficult", and that they were
concerned that all the hard work of their teams would
go to waste if they could not garner support from
leadership/ownership of their organizations.”
Emphasis added
25

26. © David Mann 2016
www.dmannlean.com
Gemba walking execs:
A cautionary tale and a lesson learned
◆ Execs wanted to support lean
◆ But they didn’t know how
◆ We weren’t helping them
◆ They were cancelling the walks
◆ “David, you have a problem!”
Why are gembas being
cancelled just as we’re
having such success?
26

27. © David Mann 2016
www.dmannlean.com
Reflec3on:
Execs
are
our
customers!
What
do
we
know
about
them?
„ Bright
„ Quick studies
„ Competitive
„ Achievement oriented
„ Strive to ace every test
„ Action oriented
„ Thirsty for hands-on
„ Expect staff prep work,
avoid embarrassment
„ Want to drive
improvement
27

28. © David Mann 2016
www.dmannlean.com
Design spec: Improved exec gemba walk process
What we were providing
1. Execs in passive role
a. Yammering sensi-yawn!
2. Unprepared to participate
3. Low confidence in lean
knowledge
4. Uncomfortable discussing lean
5. Felt incompetent in gemba
6. Not a meaningful exercise:
boring, embarassing, wasted of
time
A better customer value
1. Exec-driven experience
a. Get the answer, ace the test
2. Good staff prep, execs ready to
participate and lead
3. Confident observer in gemba
4. Comfortable coaching lean
management in gemba
5. Competent in lean management
system
6. Valued, fun(!) investment of time
28

29. © David Mann 2016
www.dmannlean.com
Gemba worksheets and a new exec gemba design
1. Process-dependent: Predictable, repeatable
2. Structure put exec “student” in control
3. Sufficient preparation (staff work)
4. Agenda for clear content focus
5. Test underscored learning, made experience
personally meaningful: Ace the test!
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Worksheets provided value from customer perspective:

30. © David Mann 2016
www.dmannlean.com
Lean management system
Standardized
Lean Processes
Supervisor/Manager
Director/Value stream leader
Executives
Proposition: If the lean management system is healthy,
then the lean production system is healthy
Team Leader
30

31. © David Mann 2016
www.dmannlean.com
Full set of 8 gemba
worksheets available
as free download
at dmannlean.com

32. © David Mann 2016
www.dmannlean.com
Put execs in active role…
„ Brief prep / gemba worksheet
„ Questions to ask
„ Things to look for
„ Let them drive the bus!
„ After, compare ratings:
• Exec ”4.5”; Sensei “2.5”
• Teachable moment!!
“This
3me,
it’s
gemba
for
visual
controls.
You
might
want
to
look
for…
and
ask
about…”
You,
on
the
way
to
gemba:
Hi,
how’s
it
going
today?
What’s
the
process
here?
32

33. © David Mann 2016
www.dmannlean.com
Summary
„ Lean production and lean management are interdependent
• Together, they create and sustain a better day at work,
sustained and ongoing improvement
„ Lean’s value proposition depends on timing: Lean gains
first, then lean management to sustain them
• Leader standard work keeps the loop closed
„ Lean’s value proposition for executives is fundamentally
different, supporting their unique managerial responsibilities
• Lean management empowers execs to judge first-hand
the integrity of the chain of command and the fidelity of
execution of their lean strategy
33

34. © David Mann 2016
www.dmannlean.com
For details on these topics, see:
34
Or email me at
dmann@dmannlean.com

35. For more about lean management and leadership, be sure to check out the
2017 AME International Conference in Boston this fall! For more information,
visit the #AMEBoston website, www.ame.org/boston.