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2172017
1
Starting Lean with a Blank Slate kick starting a stalled implementation or accelerating an ongoing one
Sam Wagner
Employee-Owner Director of Glenwood Manufacturing
FAST Global Solutions
samwagner59gmailcom
1
A little bit about mehellip
bull Married with three children (all married) and one grandson
bull Wife Cindy presented at TWI Summit in 2013 Now is Coach of Teacher Coaches
bull Started career in aerospace ndash General Dynamics Space Systems Division
bull rocket scientisthellip
bull Held several engineering and managementexecutive positions in contract
manufacturing and OEM companies
bull TWI certified trainer in Job Methods and in Visual Workplace
bull Presented at several TWI Summits
bull Current position 3 plants and corporate training and CI
bull Proud to be a TWI zealot
2
The Drone Shot
2172017
2
Your Experience with Training Within Industry
1 ndash Just learning about it
2 ndash Some experience using some parts of it
3 ndash Quite a bit of experience with some parts of it
4 ndash Some experience with most parts of it
5 ndash Quite a bit of experience with most parts of it
3
Where are you in your Lean journey
1 ndash Just getting started
2 ndash Moving along nicely
3 ndash Stalled implementation
4 ndash Looking to accelerate
4
2172017
3
5
6
2172017
4
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
7
8
2172017
5
What would you like from our time together
today (Turn and Talk then shout out)
9
10
Founded in 1979 as Watkins Aircraft Support Products (WASP) in Alexandria MN
2172017
6
Agricultural Equipment Business Segment
11
WASP acquired FAST Manufacturing producer of fertilizers amp sprayers in 2015 WASP
needed manufacturing capacity and agriculture was slow so it seemed a good fit
Combined WASP and FAST Manufacturing became the new ldquoFAST Global Solutionsrdquo
bull 700+ employees in 3 states
bull 500000+ square feet of
manufacturing space
bull $140MM in revenues (2016)
FAST Global Solutions Headquarters
Founder Jim Watkins
moved WASP 25 miles to
Glenwood MN in 1982
Midway between
MinneapolisSt Paul and
Fargo ND just 15 miles south
of Alexandria
We are a county seat and
have the only stop light in
Pope County
Population - 2500
2172017
7
Business Segment Expansion
13
bull By 1985 WASP added
package handling
equipment
bull Growth driven by on-line
ordering and related
package delivery
In 1997 Jim Watkins sold WASP to
the employees after growing it to
nearly $30MM in sales
Revenues have grown to
$41MM in 2010 (up 38 in 13 yrs)
$66MM in 2013 (up 61 in 3 yrs)
$140MM in 2016 (up 112 in 3 yrs)
with a goal of
$300MM by 2020 (up 114 in 4 yrs)
FAST Global Solutions
2172017
8
Some Customers You May Have Heard Ofhellip
and it worked
Output per person
improved significantly
on that linehellip
Another Business Segment Expansion
hellip until the next year when the contract endedhellip
hellipand then so did Lean at WASPhellip
In 2011 WASP won contract to
build United States Air Force trailer
and first tried Lean
using an outside consultanthellip
2172017
9
Air Cargo Container
Dolly ndash Caster Version
Remnants of Lean A Clean Slate
Fall 2013 remnants of Lean at WASP
bull Weekly Production and Daily
ForemanLead meetings
bull A few 7 Wastes amp Kanban Rules posters
bull Many angry associates (from 5S trash)
bull Two former ldquoEfficiency Coordinatorsrdquo who
had already escaped into other roles
bull One bruised and beaten Efficiency
Coordinator focused on time studies
bull One new Efficiency Coordinator angry
Essentially a Clean Slate ndash maybe worse
Where Do We Begin
ldquoBegin with the end in mindrdquo Stephen Covey
2172017
10
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
To What End
1 ndash Lean that can be sustained
2 ndash Unsustained Lean now forgotten
3 ndash Initiate the Elements needed to
sustain Lean
4 ndash Letrsquos see if anyone else has
conducted some
experiments
(research)hellip
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
11
Training Within Industry Job Relations
JI
JR
JM
JS
21
Job Relations Getting Results Through People
bull How to resolve a people problem
bull How to prevent people problems
Training Within Industry Job Instruction
22
Job Instruction How to Train People
The way to get a person to quickly remember to do a job
bull Correctly bull Safely
bull Conscientiously If the worker hasnrsquot learned the instructor hasnrsquot taught
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
2
Your Experience with Training Within Industry
1 ndash Just learning about it
2 ndash Some experience using some parts of it
3 ndash Quite a bit of experience with some parts of it
4 ndash Some experience with most parts of it
5 ndash Quite a bit of experience with most parts of it
3
Where are you in your Lean journey
1 ndash Just getting started
2 ndash Moving along nicely
3 ndash Stalled implementation
4 ndash Looking to accelerate
4
2172017
3
5
6
2172017
4
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
7
8
2172017
5
What would you like from our time together
today (Turn and Talk then shout out)
9
10
Founded in 1979 as Watkins Aircraft Support Products (WASP) in Alexandria MN
2172017
6
Agricultural Equipment Business Segment
11
WASP acquired FAST Manufacturing producer of fertilizers amp sprayers in 2015 WASP
needed manufacturing capacity and agriculture was slow so it seemed a good fit
Combined WASP and FAST Manufacturing became the new ldquoFAST Global Solutionsrdquo
bull 700+ employees in 3 states
bull 500000+ square feet of
manufacturing space
bull $140MM in revenues (2016)
FAST Global Solutions Headquarters
Founder Jim Watkins
moved WASP 25 miles to
Glenwood MN in 1982
Midway between
MinneapolisSt Paul and
Fargo ND just 15 miles south
of Alexandria
We are a county seat and
have the only stop light in
Pope County
Population - 2500
2172017
7
Business Segment Expansion
13
bull By 1985 WASP added
package handling
equipment
bull Growth driven by on-line
ordering and related
package delivery
In 1997 Jim Watkins sold WASP to
the employees after growing it to
nearly $30MM in sales
Revenues have grown to
$41MM in 2010 (up 38 in 13 yrs)
$66MM in 2013 (up 61 in 3 yrs)
$140MM in 2016 (up 112 in 3 yrs)
with a goal of
$300MM by 2020 (up 114 in 4 yrs)
FAST Global Solutions
2172017
8
Some Customers You May Have Heard Ofhellip
and it worked
Output per person
improved significantly
on that linehellip
Another Business Segment Expansion
hellip until the next year when the contract endedhellip
hellipand then so did Lean at WASPhellip
In 2011 WASP won contract to
build United States Air Force trailer
and first tried Lean
using an outside consultanthellip
2172017
9
Air Cargo Container
Dolly ndash Caster Version
Remnants of Lean A Clean Slate
Fall 2013 remnants of Lean at WASP
bull Weekly Production and Daily
ForemanLead meetings
bull A few 7 Wastes amp Kanban Rules posters
bull Many angry associates (from 5S trash)
bull Two former ldquoEfficiency Coordinatorsrdquo who
had already escaped into other roles
bull One bruised and beaten Efficiency
Coordinator focused on time studies
bull One new Efficiency Coordinator angry
Essentially a Clean Slate ndash maybe worse
Where Do We Begin
ldquoBegin with the end in mindrdquo Stephen Covey
2172017
10
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
To What End
1 ndash Lean that can be sustained
2 ndash Unsustained Lean now forgotten
3 ndash Initiate the Elements needed to
sustain Lean
4 ndash Letrsquos see if anyone else has
conducted some
experiments
(research)hellip
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
11
Training Within Industry Job Relations
JI
JR
JM
JS
21
Job Relations Getting Results Through People
bull How to resolve a people problem
bull How to prevent people problems
Training Within Industry Job Instruction
22
Job Instruction How to Train People
The way to get a person to quickly remember to do a job
bull Correctly bull Safely
bull Conscientiously If the worker hasnrsquot learned the instructor hasnrsquot taught
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
3
5
6
2172017
4
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
7
8
2172017
5
What would you like from our time together
today (Turn and Talk then shout out)
9
10
Founded in 1979 as Watkins Aircraft Support Products (WASP) in Alexandria MN
2172017
6
Agricultural Equipment Business Segment
11
WASP acquired FAST Manufacturing producer of fertilizers amp sprayers in 2015 WASP
needed manufacturing capacity and agriculture was slow so it seemed a good fit
Combined WASP and FAST Manufacturing became the new ldquoFAST Global Solutionsrdquo
bull 700+ employees in 3 states
bull 500000+ square feet of
manufacturing space
bull $140MM in revenues (2016)
FAST Global Solutions Headquarters
Founder Jim Watkins
moved WASP 25 miles to
Glenwood MN in 1982
Midway between
MinneapolisSt Paul and
Fargo ND just 15 miles south
of Alexandria
We are a county seat and
have the only stop light in
Pope County
Population - 2500
2172017
7
Business Segment Expansion
13
bull By 1985 WASP added
package handling
equipment
bull Growth driven by on-line
ordering and related
package delivery
In 1997 Jim Watkins sold WASP to
the employees after growing it to
nearly $30MM in sales
Revenues have grown to
$41MM in 2010 (up 38 in 13 yrs)
$66MM in 2013 (up 61 in 3 yrs)
$140MM in 2016 (up 112 in 3 yrs)
with a goal of
$300MM by 2020 (up 114 in 4 yrs)
FAST Global Solutions
2172017
8
Some Customers You May Have Heard Ofhellip
and it worked
Output per person
improved significantly
on that linehellip
Another Business Segment Expansion
hellip until the next year when the contract endedhellip
hellipand then so did Lean at WASPhellip
In 2011 WASP won contract to
build United States Air Force trailer
and first tried Lean
using an outside consultanthellip
2172017
9
Air Cargo Container
Dolly ndash Caster Version
Remnants of Lean A Clean Slate
Fall 2013 remnants of Lean at WASP
bull Weekly Production and Daily
ForemanLead meetings
bull A few 7 Wastes amp Kanban Rules posters
bull Many angry associates (from 5S trash)
bull Two former ldquoEfficiency Coordinatorsrdquo who
had already escaped into other roles
bull One bruised and beaten Efficiency
Coordinator focused on time studies
bull One new Efficiency Coordinator angry
Essentially a Clean Slate ndash maybe worse
Where Do We Begin
ldquoBegin with the end in mindrdquo Stephen Covey
2172017
10
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
To What End
1 ndash Lean that can be sustained
2 ndash Unsustained Lean now forgotten
3 ndash Initiate the Elements needed to
sustain Lean
4 ndash Letrsquos see if anyone else has
conducted some
experiments
(research)hellip
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
11
Training Within Industry Job Relations
JI
JR
JM
JS
21
Job Relations Getting Results Through People
bull How to resolve a people problem
bull How to prevent people problems
Training Within Industry Job Instruction
22
Job Instruction How to Train People
The way to get a person to quickly remember to do a job
bull Correctly bull Safely
bull Conscientiously If the worker hasnrsquot learned the instructor hasnrsquot taught
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
4
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
7
8
2172017
5
What would you like from our time together
today (Turn and Talk then shout out)
9
10
Founded in 1979 as Watkins Aircraft Support Products (WASP) in Alexandria MN
2172017
6
Agricultural Equipment Business Segment
11
WASP acquired FAST Manufacturing producer of fertilizers amp sprayers in 2015 WASP
needed manufacturing capacity and agriculture was slow so it seemed a good fit
Combined WASP and FAST Manufacturing became the new ldquoFAST Global Solutionsrdquo
bull 700+ employees in 3 states
bull 500000+ square feet of
manufacturing space
bull $140MM in revenues (2016)
FAST Global Solutions Headquarters
Founder Jim Watkins
moved WASP 25 miles to
Glenwood MN in 1982
Midway between
MinneapolisSt Paul and
Fargo ND just 15 miles south
of Alexandria
We are a county seat and
have the only stop light in
Pope County
Population - 2500
2172017
7
Business Segment Expansion
13
bull By 1985 WASP added
package handling
equipment
bull Growth driven by on-line
ordering and related
package delivery
In 1997 Jim Watkins sold WASP to
the employees after growing it to
nearly $30MM in sales
Revenues have grown to
$41MM in 2010 (up 38 in 13 yrs)
$66MM in 2013 (up 61 in 3 yrs)
$140MM in 2016 (up 112 in 3 yrs)
with a goal of
$300MM by 2020 (up 114 in 4 yrs)
FAST Global Solutions
2172017
8
Some Customers You May Have Heard Ofhellip
and it worked
Output per person
improved significantly
on that linehellip
Another Business Segment Expansion
hellip until the next year when the contract endedhellip
hellipand then so did Lean at WASPhellip
In 2011 WASP won contract to
build United States Air Force trailer
and first tried Lean
using an outside consultanthellip
2172017
9
Air Cargo Container
Dolly ndash Caster Version
Remnants of Lean A Clean Slate
Fall 2013 remnants of Lean at WASP
bull Weekly Production and Daily
ForemanLead meetings
bull A few 7 Wastes amp Kanban Rules posters
bull Many angry associates (from 5S trash)
bull Two former ldquoEfficiency Coordinatorsrdquo who
had already escaped into other roles
bull One bruised and beaten Efficiency
Coordinator focused on time studies
bull One new Efficiency Coordinator angry
Essentially a Clean Slate ndash maybe worse
Where Do We Begin
ldquoBegin with the end in mindrdquo Stephen Covey
2172017
10
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
To What End
1 ndash Lean that can be sustained
2 ndash Unsustained Lean now forgotten
3 ndash Initiate the Elements needed to
sustain Lean
4 ndash Letrsquos see if anyone else has
conducted some
experiments
(research)hellip
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
11
Training Within Industry Job Relations
JI
JR
JM
JS
21
Job Relations Getting Results Through People
bull How to resolve a people problem
bull How to prevent people problems
Training Within Industry Job Instruction
22
Job Instruction How to Train People
The way to get a person to quickly remember to do a job
bull Correctly bull Safely
bull Conscientiously If the worker hasnrsquot learned the instructor hasnrsquot taught
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
5
What would you like from our time together
today (Turn and Talk then shout out)
9
10
Founded in 1979 as Watkins Aircraft Support Products (WASP) in Alexandria MN
2172017
6
Agricultural Equipment Business Segment
11
WASP acquired FAST Manufacturing producer of fertilizers amp sprayers in 2015 WASP
needed manufacturing capacity and agriculture was slow so it seemed a good fit
Combined WASP and FAST Manufacturing became the new ldquoFAST Global Solutionsrdquo
bull 700+ employees in 3 states
bull 500000+ square feet of
manufacturing space
bull $140MM in revenues (2016)
FAST Global Solutions Headquarters
Founder Jim Watkins
moved WASP 25 miles to
Glenwood MN in 1982
Midway between
MinneapolisSt Paul and
Fargo ND just 15 miles south
of Alexandria
We are a county seat and
have the only stop light in
Pope County
Population - 2500
2172017
7
Business Segment Expansion
13
bull By 1985 WASP added
package handling
equipment
bull Growth driven by on-line
ordering and related
package delivery
In 1997 Jim Watkins sold WASP to
the employees after growing it to
nearly $30MM in sales
Revenues have grown to
$41MM in 2010 (up 38 in 13 yrs)
$66MM in 2013 (up 61 in 3 yrs)
$140MM in 2016 (up 112 in 3 yrs)
with a goal of
$300MM by 2020 (up 114 in 4 yrs)
FAST Global Solutions
2172017
8
Some Customers You May Have Heard Ofhellip
and it worked
Output per person
improved significantly
on that linehellip
Another Business Segment Expansion
hellip until the next year when the contract endedhellip
hellipand then so did Lean at WASPhellip
In 2011 WASP won contract to
build United States Air Force trailer
and first tried Lean
using an outside consultanthellip
2172017
9
Air Cargo Container
Dolly ndash Caster Version
Remnants of Lean A Clean Slate
Fall 2013 remnants of Lean at WASP
bull Weekly Production and Daily
ForemanLead meetings
bull A few 7 Wastes amp Kanban Rules posters
bull Many angry associates (from 5S trash)
bull Two former ldquoEfficiency Coordinatorsrdquo who
had already escaped into other roles
bull One bruised and beaten Efficiency
Coordinator focused on time studies
bull One new Efficiency Coordinator angry
Essentially a Clean Slate ndash maybe worse
Where Do We Begin
ldquoBegin with the end in mindrdquo Stephen Covey
2172017
10
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
To What End
1 ndash Lean that can be sustained
2 ndash Unsustained Lean now forgotten
3 ndash Initiate the Elements needed to
sustain Lean
4 ndash Letrsquos see if anyone else has
conducted some
experiments
(research)hellip
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
11
Training Within Industry Job Relations
JI
JR
JM
JS
21
Job Relations Getting Results Through People
bull How to resolve a people problem
bull How to prevent people problems
Training Within Industry Job Instruction
22
Job Instruction How to Train People
The way to get a person to quickly remember to do a job
bull Correctly bull Safely
bull Conscientiously If the worker hasnrsquot learned the instructor hasnrsquot taught
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
6
Agricultural Equipment Business Segment
11
WASP acquired FAST Manufacturing producer of fertilizers amp sprayers in 2015 WASP
needed manufacturing capacity and agriculture was slow so it seemed a good fit
Combined WASP and FAST Manufacturing became the new ldquoFAST Global Solutionsrdquo
bull 700+ employees in 3 states
bull 500000+ square feet of
manufacturing space
bull $140MM in revenues (2016)
FAST Global Solutions Headquarters
Founder Jim Watkins
moved WASP 25 miles to
Glenwood MN in 1982
Midway between
MinneapolisSt Paul and
Fargo ND just 15 miles south
of Alexandria
We are a county seat and
have the only stop light in
Pope County
Population - 2500
2172017
7
Business Segment Expansion
13
bull By 1985 WASP added
package handling
equipment
bull Growth driven by on-line
ordering and related
package delivery
In 1997 Jim Watkins sold WASP to
the employees after growing it to
nearly $30MM in sales
Revenues have grown to
$41MM in 2010 (up 38 in 13 yrs)
$66MM in 2013 (up 61 in 3 yrs)
$140MM in 2016 (up 112 in 3 yrs)
with a goal of
$300MM by 2020 (up 114 in 4 yrs)
FAST Global Solutions
2172017
8
Some Customers You May Have Heard Ofhellip
and it worked
Output per person
improved significantly
on that linehellip
Another Business Segment Expansion
hellip until the next year when the contract endedhellip
hellipand then so did Lean at WASPhellip
In 2011 WASP won contract to
build United States Air Force trailer
and first tried Lean
using an outside consultanthellip
2172017
9
Air Cargo Container
Dolly ndash Caster Version
Remnants of Lean A Clean Slate
Fall 2013 remnants of Lean at WASP
bull Weekly Production and Daily
ForemanLead meetings
bull A few 7 Wastes amp Kanban Rules posters
bull Many angry associates (from 5S trash)
bull Two former ldquoEfficiency Coordinatorsrdquo who
had already escaped into other roles
bull One bruised and beaten Efficiency
Coordinator focused on time studies
bull One new Efficiency Coordinator angry
Essentially a Clean Slate ndash maybe worse
Where Do We Begin
ldquoBegin with the end in mindrdquo Stephen Covey
2172017
10
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
To What End
1 ndash Lean that can be sustained
2 ndash Unsustained Lean now forgotten
3 ndash Initiate the Elements needed to
sustain Lean
4 ndash Letrsquos see if anyone else has
conducted some
experiments
(research)hellip
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
11
Training Within Industry Job Relations
JI
JR
JM
JS
21
Job Relations Getting Results Through People
bull How to resolve a people problem
bull How to prevent people problems
Training Within Industry Job Instruction
22
Job Instruction How to Train People
The way to get a person to quickly remember to do a job
bull Correctly bull Safely
bull Conscientiously If the worker hasnrsquot learned the instructor hasnrsquot taught
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
7
Business Segment Expansion
13
bull By 1985 WASP added
package handling
equipment
bull Growth driven by on-line
ordering and related
package delivery
In 1997 Jim Watkins sold WASP to
the employees after growing it to
nearly $30MM in sales
Revenues have grown to
$41MM in 2010 (up 38 in 13 yrs)
$66MM in 2013 (up 61 in 3 yrs)
$140MM in 2016 (up 112 in 3 yrs)
with a goal of
$300MM by 2020 (up 114 in 4 yrs)
FAST Global Solutions
2172017
8
Some Customers You May Have Heard Ofhellip
and it worked
Output per person
improved significantly
on that linehellip
Another Business Segment Expansion
hellip until the next year when the contract endedhellip
hellipand then so did Lean at WASPhellip
In 2011 WASP won contract to
build United States Air Force trailer
and first tried Lean
using an outside consultanthellip
2172017
9
Air Cargo Container
Dolly ndash Caster Version
Remnants of Lean A Clean Slate
Fall 2013 remnants of Lean at WASP
bull Weekly Production and Daily
ForemanLead meetings
bull A few 7 Wastes amp Kanban Rules posters
bull Many angry associates (from 5S trash)
bull Two former ldquoEfficiency Coordinatorsrdquo who
had already escaped into other roles
bull One bruised and beaten Efficiency
Coordinator focused on time studies
bull One new Efficiency Coordinator angry
Essentially a Clean Slate ndash maybe worse
Where Do We Begin
ldquoBegin with the end in mindrdquo Stephen Covey
2172017
10
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
To What End
1 ndash Lean that can be sustained
2 ndash Unsustained Lean now forgotten
3 ndash Initiate the Elements needed to
sustain Lean
4 ndash Letrsquos see if anyone else has
conducted some
experiments
(research)hellip
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
11
Training Within Industry Job Relations
JI
JR
JM
JS
21
Job Relations Getting Results Through People
bull How to resolve a people problem
bull How to prevent people problems
Training Within Industry Job Instruction
22
Job Instruction How to Train People
The way to get a person to quickly remember to do a job
bull Correctly bull Safely
bull Conscientiously If the worker hasnrsquot learned the instructor hasnrsquot taught
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
8
Some Customers You May Have Heard Ofhellip
and it worked
Output per person
improved significantly
on that linehellip
Another Business Segment Expansion
hellip until the next year when the contract endedhellip
hellipand then so did Lean at WASPhellip
In 2011 WASP won contract to
build United States Air Force trailer
and first tried Lean
using an outside consultanthellip
2172017
9
Air Cargo Container
Dolly ndash Caster Version
Remnants of Lean A Clean Slate
Fall 2013 remnants of Lean at WASP
bull Weekly Production and Daily
ForemanLead meetings
bull A few 7 Wastes amp Kanban Rules posters
bull Many angry associates (from 5S trash)
bull Two former ldquoEfficiency Coordinatorsrdquo who
had already escaped into other roles
bull One bruised and beaten Efficiency
Coordinator focused on time studies
bull One new Efficiency Coordinator angry
Essentially a Clean Slate ndash maybe worse
Where Do We Begin
ldquoBegin with the end in mindrdquo Stephen Covey
2172017
10
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
To What End
1 ndash Lean that can be sustained
2 ndash Unsustained Lean now forgotten
3 ndash Initiate the Elements needed to
sustain Lean
4 ndash Letrsquos see if anyone else has
conducted some
experiments
(research)hellip
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
11
Training Within Industry Job Relations
JI
JR
JM
JS
21
Job Relations Getting Results Through People
bull How to resolve a people problem
bull How to prevent people problems
Training Within Industry Job Instruction
22
Job Instruction How to Train People
The way to get a person to quickly remember to do a job
bull Correctly bull Safely
bull Conscientiously If the worker hasnrsquot learned the instructor hasnrsquot taught
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
9
Air Cargo Container
Dolly ndash Caster Version
Remnants of Lean A Clean Slate
Fall 2013 remnants of Lean at WASP
bull Weekly Production and Daily
ForemanLead meetings
bull A few 7 Wastes amp Kanban Rules posters
bull Many angry associates (from 5S trash)
bull Two former ldquoEfficiency Coordinatorsrdquo who
had already escaped into other roles
bull One bruised and beaten Efficiency
Coordinator focused on time studies
bull One new Efficiency Coordinator angry
Essentially a Clean Slate ndash maybe worse
Where Do We Begin
ldquoBegin with the end in mindrdquo Stephen Covey
2172017
10
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
To What End
1 ndash Lean that can be sustained
2 ndash Unsustained Lean now forgotten
3 ndash Initiate the Elements needed to
sustain Lean
4 ndash Letrsquos see if anyone else has
conducted some
experiments
(research)hellip
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
11
Training Within Industry Job Relations
JI
JR
JM
JS
21
Job Relations Getting Results Through People
bull How to resolve a people problem
bull How to prevent people problems
Training Within Industry Job Instruction
22
Job Instruction How to Train People
The way to get a person to quickly remember to do a job
bull Correctly bull Safely
bull Conscientiously If the worker hasnrsquot learned the instructor hasnrsquot taught
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
10
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
To What End
1 ndash Lean that can be sustained
2 ndash Unsustained Lean now forgotten
3 ndash Initiate the Elements needed to
sustain Lean
4 ndash Letrsquos see if anyone else has
conducted some
experiments
(research)hellip
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
11
Training Within Industry Job Relations
JI
JR
JM
JS
21
Job Relations Getting Results Through People
bull How to resolve a people problem
bull How to prevent people problems
Training Within Industry Job Instruction
22
Job Instruction How to Train People
The way to get a person to quickly remember to do a job
bull Correctly bull Safely
bull Conscientiously If the worker hasnrsquot learned the instructor hasnrsquot taught
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
11
Training Within Industry Job Relations
JI
JR
JM
JS
21
Job Relations Getting Results Through People
bull How to resolve a people problem
bull How to prevent people problems
Training Within Industry Job Instruction
22
Job Instruction How to Train People
The way to get a person to quickly remember to do a job
bull Correctly bull Safely
bull Conscientiously If the worker hasnrsquot learned the instructor hasnrsquot taught
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
12
Training Within Industry Job Methods
23
Job Methods A practical plan to help you improve
1 Break down the job 2 Question every detail
3 Develop the new method 4 Apply the new method
Training Within Industry Job Safety
24
Job Safety To prevent Safety
Incidents dig down deep to break the chain of causation
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
13
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements Needed to Sustain Lean
Current Situation
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem
Solving
(Jan 2014)
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Elements to Sustain Lean ndash Your situation
Current Situation Next Step
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
14
Apparent Certainty
Threshold of Knowledge
Ref Mike Rother
ldquoFind out what the person
already knowsrdquo
Where to start
90rsquo Container Sorting
Platform
Where should we start
Current
Never heard of it
Despise 5S
ProdLead Mtgs
Firefighting
Elements
1 ndash Leader Standard Work
2 ndash Visual Controls
3 ndash Daily Accountability
4 ndash Leadership Discipline
Next Step
Introduce it
Re-roll out 5S
Operator
involvement
Problem Solving
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
15
Tier Management
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
Daily Huddles Every Shift Every Area of every Building
bull Build pride through setting standards and meeting goals
bull Take action to remove roadblocks barriers and inhibitors to meeting our goals
bull Develop people ndash leadership and problem solving
Tier 2
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
16
Tier Management ndash Your situation
Tier 1 Front Line Teams
Tier 2
Tier 3
Exec Managers Meeting
Production Meeting
Lead Meeting
Daily Huddle
How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)
What is your next step What obstacles might you encounter
Now Ready for TWI JI Training
bull Brought in Master Trainer from TWI Institute
bull Trained all Foremen and Leads in Job Instruction
bull Began developing Job Breakdowns
bull But Leads didnrsquot deliver the training ndash too busy
bull Didnrsquot see effective training as solution to their problems
bull Waited for issue that was clearly a training problem
bull JI-trained Continuous Improvement Coordinator worked with Leads and operators
to develop job instruction breakdowns and deliver training to all operators andhellip
bull Success No breakdowns ndash
bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with
how things were done they could find time and saw it as a solution)
32
Hmmmhellip
Ironworker breakdowns
Problem no breakdowns meant problem was
gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
17
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Visual Controls Visual Management
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
34
Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
18
5S Training Results
Yikes ndash wait for me
After successful rollout
how to sustain
35
Audits
1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip
Peer Audits
Next Steps in Visual Work That Makes Sense
36
Visual Displays
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
19
14 Principles of Smart Placement
1 Locate function atnear point
of use
2 Nothing on the floor
nothing on top
3 Capture the full function
4 No doors No drawers
5 Put it on wheels
6 Make it ergonomically sound
7 Make function appear or
disappear at will
8 Let flow do the work
9 Do major and minor sorts
10 Co-locate like items design to
task (kit)
11 Use the existing architecture
12 Store things not air
13 Double the function
14 Follow the natural flow line
14 Principles Smart Placement with Automatic Recoil
bull Wasted operator motion reduced
bull Training new operators quicker and easier
bull Setup of next job is quicker and easier
Visual Controls Visual Management ndash Yours
bull 5S
bull Visual Workplace Devices
bull Visual Displays
bull Mistake Proofing
38
How effective is your Visual Control System
What is your next step What obstacles might you encounter
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
20
Visual Workplace Still Something Missing
39
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
21
Leader Standard Work
bull ldquoStandard work for Leaders the engine of Lean
management is the highest leverage tool in the Lean
Management systemrdquo p51
41
1 What needs to be done to keep the business running
bull Are processes running as designed
2 What needs to be done to improve the business
bull Are processes being improved
bull Provides a handoff to LeadForeman to help ensure
improvements become habits
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
22
Itrsquos easier to act your way
into a new way of thinking
than to think your way
into a new way of acting
John Shook Chairman and CEO
Lean Enterprise Institute
44
Standard Work for this task is still being developed
Leader Standard Work Example ndash for Lead
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
23
Leader Standard Work
1 ndash Challenge LSW is effectively used to help sustain CI
2 ndash Current Never heard of it donrsquot even have standard
work for operators existing coaching is poor at best
3 ndash Next Target Use it and see the benefits of using it
4 ndash Experiments Begin using it Foremen
Leads me
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
Experiments Research
WIIFM is missing
Some Initial Views of Leader Standard Work
By Some Leaders about their own Leader Standard Work
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo
bull ldquoWhy do I want to help you train someone to take my jobrdquo
By Some Leaders about Leader Standard Work of their direct reports
bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo
bull ldquoJust more useless paperworkrdquo
bull ldquoJust another dumb thing I have to force them to dordquo
bull ldquoIf Irsquom doing my job I know what they do ndash I donrsquot need a checklistrdquo
46
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
24
LSW Benefits to the Leader
bull Clarifies what tasks are most important to dohellip
and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)
bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo
bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered
accountability meetings to make checks quick and easy
bull Helps you identify and overcome barriers to working on your
most important tasks
47
Leader Standard Work helps you use your time most effectively
Need Expand production of multistage
bull Expand from one plant to two plants (across street and frac12 mile away)
bull Training send people from learning plant to expert plant be trained
Also send experts to train at the learning plant
bull Expansion highlighted system deficiencies
ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated
bull Training process was ineffective Operators werenrsquot trained to train
bull Each shift in expert plant assembled differently
ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did
so they can complete it ldquotheir wayrdquo
ndash Makes it even more challenging to learn
Be trained
Train
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
25
Action Plan
1 Develop Standard Work Sequence
ndash What are the steps of the assembly
process
ndash In what order are they done
ndash Gain consensus
2 Train everyone
ndash Develop job breakdown structure
ndash Train people how to effectively train others
ndash Try it out
Standard Work
Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet
19 Translate to Spanish
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
26
Testimonial
51
Early Results
0
2
4
6
8
10
12
14
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Load-only Multistage Conveyor Systems ndash Units Completed Per Week
Experts (1) Experts (2) Learners (1)
52
Oven
Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation Experts 15 improvement
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
27
Pipeline for Standard Work Development Process
53
Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)
Consensus Building (Hornets Nest) until release of Task Sequence
Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures
JI Breakdown Structures trial ndash test refine release
Train using Job Instruction
Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)
Visual blitz ndash Smart Placement
Trial (test refine) Smart Placement
Visual blitz automatic recoil ndash
borders addresses ID labels
Improve the standards using Job Methods
Leader Standard Work
Leader Standard Work
Leader Standard Work ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target 4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Are you using it
bull Do your Leaders see the benefits
bull Do you have any Leaders who
would provide a testimonial
bull Are you providing coaching
bull Is it effective
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
28
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
Leadership Discipline
bull People respect what you inspect Name a Champion
ndash Senior CIC (John) assigned to follow up and coach (Champion) LSW
ndash Tadd to Champion Standard Work
ndash Nick to Champion JI
ndash Bill to Champion Visual Controls
ndash Audits of meetings (Google apps) with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit
bull Leadership training
bull Job Relations and GiANT Worldwide as foundations of leadership training
bull Communications skills Confronting unacceptable behavior
bull Listening skills
bull Delegation process
bull Coaching including Coaching KATA
56
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
29
Leadership Discipline ndash Your Company
1 ndash Challenge
2 ndash Current
3 ndash Next Target
4 ndash Obstacles
Conduct Experiments to get there Grasp the
Current Condition
Establish your Next
Target Condition
Get the Direction or Challenge
1
2
3
4
bull Do your Leaders stay
focused on the right things
bull How effective is your
leadership training Is
anything missing
FAST Production Management
1 Leader Standard Work
2 Visual Controls
3 Daily Accountability Process
4 Leadership Discipline Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61
2172017
30
Takeaways
1 Begin with the end in mind how will you sustain
bull Leader Standard Work
bull Standard Work
bull Job Instruction then Job Methods to improve
bull Visual Controls
bull Daily (Tiered) Accountability
bull Leadership Discipline including Job Relations
2 Assign a Champion for each key initiative (People respect what you inspect)
3 Just start then PDCA to become among the best in the world at each key
initiative ndash watch your timing be patient ndash address a major problem
4 TWI can play a key role in your production management system ndash promote
your successes to help others see the power
59
Starting Lean with a Blank Slate
Starting Lean with a Blank Slate fixing a stalled implementation
Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one
Objectives
Practitioners often say the hardest part of Lean implementation
ishellip to sustain it
Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a
Lean initiative
2 Understand how to integrate TWI into each of these elements
3 Begin to understand some next steps to improve your Lean implementation
60
2172017
31
61