CATALYSIS 2 ND CEO FORUM Leader Standard Work

Leader Standard Work Learning Objectives: • Explain how leader standard work supports the development

What is Lean? TSSC Definition: Lean is an integrated system focused on human development

The Technical Side of Lean 5 - Seek perfection 1 - Identify value 4

The Principle Side of Lean 1. Customers always come first 2. Continuous improvement is

The Managerial Side of Lean 3 - Leader Standard Work 1 - Visual Controls

Time to Reflect… Table Discussion Where are you in the journey of integrating these

Foundation to Lead with Standards RESPONSE Proble m CORRECTIVE ACTION The fundamental idea of

Foundation to Lead with Standards • There is no problem without a standard (norm,

Lower Complexity of Problems Higher Different Types of Problems Mid 1970’s October 1962 May

Objectives of Lean Management Key Objectives: 1. Get results 2. Improve processes to get

Lean Leadership Model • The “Leader as Dictator” who tells everyone what to do:

Lean Leadership: Flexibility & Control Maximum flexibility: • Do not tell exactly what to

Lean Leadership: Decision Making • Each justification is rooted in actual practice and results

Lean Leadership: Helping / Supporting • Helping: guiding, asking clarifying questions, encouraging and challenging

Lean Leadership: Keys to Success • Leaders develop strong problem solvers. They are teachers

Time to Reflect… Table Discussion How does your HR / OD team support the

Leader Standard Work: What is it? • It is the discipline, daily practices and

Leader Standard Work: The Benefits 1. Translates the vague Lean principles into unambiguous performance

Leader Standard Work: The Tools Leader Standard Work (LSW) 1 2 3 LSW Checklist

Tool 1: Leader Standard Work Checklist Weekly Compliance Analysis of causes Developing a new

1 Task with planned time 2 Zoom Task completed on time 5 Type of

Tool 1: Leader Standard Work Checklist IMPROVEMENT 50% Directors 35% Managers Frontline Leaders Frontline

Lean Executives: Areas of Focus 1. Commit to Self-development: • Learn to live the

“Commit to Self-development” • • Work on personal A 3 Weekly Gemba walk: Process

“Coach and Develop Others” • • • Provide A 3 coaching Weekly Conduct monthly

“Support Daily Improvement” • • • Gemba walk: interview a patient or customer Weekly

“Create Vision & Alignment to Goals” • • • Lead your strategy deployment review

Time to Reflect… + Table Discussion Which of my activities support these 4 areas

Tool 2: Visual Controls • The Leader Standard Work takes the leader to the

Tool 2: Four Levels of Visual Controls 1. Information • Example: water gauge under

Tool 2: Visual Controls - Process Focus 2 Retrieve standard work document 1 4

Tool 2: Visual Controls - Outcome Focus 1 When 4 2 Where (body part)

Tool 2: Visual Controls - Knowledge & Skills 1 Skills - jobs 2 Team

Tool 3: Gemba Walks What should we do during a Gemba Walk? Go see

Gemba walks to Go See the visual controls Go home satisfied! Recognize employees Assess

Gemba Walks: Ask Why & Show Respect • Evaluate the patterns of thinking and

Time to Reflect… + Table Discussion What visual controls should you be able to

Tool 4: Standing Meetings • PLAN Formalize the standard with expected outcomes • DO

Tool 5: Accountability System My commitment = Task completed on time = Task not

Tool 6: Personal Kanban Post-its flow this way Copyright © 2016 Lean Management Systems

Time to Reflect… Table Discussion • What is one thing that would make me

Leader Standard Work Final Questions? Copyright © 2016 Lean Management Systems LLC. All Rights

Appendix A. Visual control for executive team (Health. East) B. Visual control for an

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CATALYSIS: 2 ND CEO FORUM Leader Standard Work Didier Rabino • 4 years at Health. East Care System: VP, Lean Sensei • 8 years at Andersen Windows: plant manager & architect of the Andersen Management System • 13 years at Steelcase Inc. : one of the developers of the Steelcase Production System • 2015 recipient of the Institute of Industrial Engineering’s Honorary Member Award • Principal of Lean Management Systems LLC • Director of the AME North Central Region Board www. Lean. Management. Systems. net

Leader Standard Work Learning Objectives: • Explain how leader standard work supports the development of Lean • Develop executive standard work Agenda: • Refresher on Lean and leading with Standards • Lean Management and Leadership • Tools for Leader Standard Work Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 2

The Principle Side of Lean 1. Customers always come first 2. Continuous improvement is a way of life 3. Our people are our number one resource 4. Everything is grounded back to the floor. Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 2004 5

The Managerial Side of Lean 3 - Leader Standard Work 1 - Visual Controls 2 - Visual Accountability 2005 1. Bring the focus on process abnormalities in real time 2. Transform problem identification into assignments for action 3. Help sustain improvements made Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 6

Time to Reflect… Table Discussion Where are you in the journey of integrating these 3 sides of Lean (technical, principle and managerial) into your own standard work? Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 7

Foundation to Lead with Standards • There is no problem without a standard (norm, expectation, goal, objective, desired condition) • Any condition that is not meeting the standard is a problem • It is a problem if an employee does not meet the expectation • Who owns the problems? Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 9

Lower Complexity of Problems Higher Different Types of Problems Mid 1970’s October 1962 May 1951 TYPE 1 Burden Relief Corrective action oriented with limited root cause analysis Lower TYPE 2 Gap from Standard Recurring situation oriented with strong root cause emphasis TYPE 3 Target Setting Future occurrence oriented with a new target state emphasis and creative solutions Time to Resolve TYPE 4 Innovation Oriented Future oriented with a more open ended view for problem resolution Higher Credit: Art Smalley 10 Copyright © 2016 Lean Management Systems LLC. All Rights Reserved

Objectives of Lean Management Key Objectives: 1. Get results 2. Improve processes to get results 3. Develop leaders to improve processes “Grow leaders who thoroughly understand the work, live the philosophy and teach it to others” Jeff Liker - Toyota Way, principle # 9 Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 11

Lean Leadership Model • The “Leader as Dictator” who tells everyone what to do: no transfer or cascade of responsibility • The “Leader as Social Worker” who sets “goals” and lets everyone do as they pleased: no focus or direction • The “Lean Leader” who provides maximum flexibility with maximum control: neither bottom up nor top down Credit: John Shook Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 12

Lean Leadership: Flexibility & Control Maximum flexibility: • Do not tell exactly what to do: rely on individual initiative Maximum control: • Do not allow actions without justifications to the manager Neither bottom-up nor top-down but: • Emphasize doing the “right thing” / establishing authority • Develop systems in which processes are well defined and individual responsibility is clear Lean organizations have evolved from a top-down cascade of tasks to a cascade of responsibility Credit: John Shook 13 Copyright © 2016 Lean Management Systems LLC. All Rights Reserved

Lean Leadership: Decision Making • Each justification is rooted in actual practice and results of activities: scientific method based on data and facts • Decision making and problem solving are based on Gemba: Lean Leaders only believe what they see firsthand Credit: Mike Rother Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 14

Lean Leadership: Helping / Supporting • Helping: guiding, asking clarifying questions, encouraging and challenging • Not helping: doing for others what they can do for themselves Value Creation Protect Standard Work Supportive Leadership Model Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 15

Lean Leadership: Keys to Success • Leaders develop strong problem solvers. They are teachers • Leaders allow people to solve their own problems. They provide guidance and direction … not answers • Leaders set appropriate challenges, support success, provide recognition, repeat • Leaders follow processes with discipline, persistence, and consistency Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 16

Time to Reflect… Table Discussion How does your HR / OD team support the development of Lean leadership capabilities? • Use a flipchart to share with other tables Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 17

Leader Standard Work: What is it? • It is the discipline, daily practices and tools needed to establish and maintain a constant intense focus on the process • It defines What the leader should be doing, When the leader should be doing it and How the leader should be doing it • It is no different than standard work for frontline operations: a hypothesis that is challenged every time it is used Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 18

Leader Standard Work: The Benefits 1. Translates the vague Lean principles into unambiguous performance evaluation criteria 2. Provides a repeatable manageable and teachable system to focus on results and processes that yield results 3. Offers a continuity of best practices even in times of leadership change 4. Enables an average leader to achieve above average results Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 19

Leader Standard Work: The Tools Leader Standard Work (LSW) 1 2 3 LSW Checklist Visual Controls Gemba Walk Why? 4 5 6 Standing Accountability Personal Meetings System Kanban Why? Go See, Learn, Clarify Develop Prioritize & See as a Team, Ownership Make People Learn as a & Expectations Flow Non. Problems Cyclical Work Team Visible 20 Copyright © 2016 Lean Management Systems LLC. All Rights Reserved Act as a Team Stabilize, Reflect, Learn, Adjust

1 Task with planned time 2 Zoom Task completed on time 5 Type of Task: Maintain Task not Improve completed 3 4 Task completed at a later date 6 Hours planned for the day 7 Number of tasks completed Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 22

Tool 1: Leader Standard Work Checklist IMPROVEMENT 50% Directors 35% Managers Frontline Leaders Frontline Staff 5% 25% 50% 65% 75% 25% MAINTENANCE 75% Executives 95% Credit: Imai Masaaki Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 23

Lean Executives: Areas of Focus 1. Commit to Self-development: • Learn to live the technical, principle and managerial sides of Lean through repeated learning cycles 2. Coach and Develop Others: • See and challenge true potential in others through self-development learning cycles (break down the skills to coach them one at the time but many times, coaching Kata, TWI-JI process, see-do-teach) 3. Support Daily Improvement: • Build local capability throughout for daily Management & Kaizen. Follow weekly purposeful go-see routines on what matters most 4. Create Vision and Alignment to Goals: • Create True North vision and align goals vertically and horizontally Adapted from Jeff Liker’s “Developing Lean Leaders at All Levels” Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 24

“Commit to Self-development” • • Work on personal A 3 Weekly Gemba walk: Process standard work assessment Weekly Gemba walk: employee safety observation Monthly Gemba walk: Lean Sensei coaching Monthly Work on personal Lean development program Monthly Participate in a Lean book club Monthly Attend external benchmark Gemba walk Annually s e l p Exam Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 25

“Coach and Develop Others” • • • Provide A 3 coaching Weekly Conduct monthly review / each direct report Monthly Gemba walk: value stream review/each direct report Monthly Participate in New Leader Orientation Monthly Co-facilitate a Lean training (A 3, FMS, SD, other) Quarterly s e l p Exam Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 26

“Support Daily Improvement” • • • Gemba walk: interview a patient or customer Weekly Gemba walk : assess improvement post Kaizen / A 3 Weekly Gemba walk: observe a frontline huddle Weekly Attend system improvement report out Monthly Gemba walk: assess an employee injury RCA Monthly Gemba walk: review a customer safety event Monthly Great new employees Monthly Recognize a high performing CI team Monthly Participate in a Kaizen Workshop Quarterly s e l p Exam Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 27

“Create Vision & Alignment to Goals” • • • Lead your strategy deployment review Weekly Participate in the 1 -up strategy deployment review Weekly Gemba walk: Entity business review Monthly Participate in a Value Stream Analysis Quarterly Conduct mid-year strategy deployment review Annually Conduct annual strategy deployment planning Annually s e l p Exam Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 28

Time to Reflect… + Table Discussion Which of my activities support these 4 areas of focus? Which activities should I add? • Use one post-it per activity. Initial the post-its and place on flipchart under their area of focus Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 29

Tool 2: Visual Controls • The Leader Standard Work takes the leader to the visual controls • Visual controls show expected versus actual The leader uses the visual controls to: Ø Verify the execution of the standards Ø Check that gaps are clearly documented Ø Ensure appropriate responses to gaps Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 30

Tool 2: Four Levels of Visual Controls 1. Information • Example: water gauge under a bridge 2. Abnormality • Example: gauge shows “normal” or “flood” 3. Response needed • Example: gauge shows level for “close bridge” 4. Status of the response • Example: gauge with nearby sign “bridge closed by sheriff on April 7” Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 31

Tool 2: Visual Controls - Process Focus 2 Retrieve standard work document 1 4 Identify process to assess Log the gaps from standard & actions taken 3 Place card on proper side: Green / Red 5 Run chart the gaps from standard Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 32

Tool 3: Gemba Walks What should we do during a Gemba Walk? Go see Ask why Show respect Credit: Fujio Cho, honorary chairman of Toyota Motor Corporation Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 35

Gemba walks to Go See the visual controls Go home satisfied! Recognize employees Assess census versus capacity? On track with strategy deployment (activities / results)? Are safety events properly addressed? Issues addressed at tier meeting? Conduct a safety observation Conduct customer experience deep Work on my dive A 3 project Visit a patient. Get feedback Copyright © 2016 Lean Management Systems LLC. All Rights Reserved Assess one value stream: plan and progress Evaluate & coach improvement kata at BU review 36

Gemba Walks: Ask Why & Show Respect • Evaluate the patterns of thinking and doing used for improvement and to achieve goals • Develop a coaching routine supporting continuous improvement and learning Ø Use “what”, “how”, “where” to grasp the situation Ø Use “Why” later to understand root causes Adapted from: Mike Rother and Jim Womack Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 37

Time to Reflect… + Table Discussion What visual controls should you be able to SEE during your Gemba walks to support your standard work? • Write actual or proposed visual controls on post-its • Regroup the post-its by theme on a flipchart Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 38

Tool 4: Standing Meetings • PLAN Formalize the standard with expected outcomes • DO Conduct meeting. Stand-up if 30 minutes or less • CHECK Summarize what went well and could be done better • ACT Use the reflection to improve the meeting Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 39

Time to Reflect… Table Discussion • What is one thing that would make me you a better Lean executive? • What will you do in the next 30 days to define or improve your leader standard work? Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 42

Appendix A. Visual control for executive team (Health. East) B. Visual control for an executive team member (Stanford) C. COO standard work document (Mercy North Iowa) D. COO standard work document (Sutter Gould Medical Foundation) E. Lehigh Valley Leader Standard Work F. Collective Approach to Designing Executive Standard Work Copyright © 2016 Lean Management Systems LLC. All Rights Reserved 44