Leader Standard Work & Behaviors: An Element of the Lean Management System

2 days

You’ve done Kaizen workshops, rapid improvement events, or other Lean activities that dramatically changed work process for the better. But have you changed your management methods and leadership style to support the operational changes? If not, the operational improvements will plateau first, and then degrade. Guaranteed. Maybe you see signs of backsliding already?

The Lean Management System: Leader Standard Work & Behaviors

How to Sustain Lean Gains

The problem is that traditional management practices don’t create the cultural shift to daily problem solving that is needed to sustain and advance operational improvements.

To make the shift, you, as a leader, must change what you do, but not haphazardly or impulsively.

Just as workers have standardized work for their value-adding activities, leaders need predictable, repeatable standard activities that continually build people’s “problem-solving muscle” and move them ever closer to daily continuous improvement. These activities constitute a management practice known as Leader Standard Work.

The Four Primary Tools

Leader Standard Work involves walking the Gemba (the place where value is added), observing abnormalities, asking questions, and supporting people in the improvement process.

But what do you do on the Gemba? Where do you go, how do you identify abnormalities, what do you ask people, how do you help them, and how do you know if that help is actually working?

Repetitive and predictable cycles of leader standard work enable both sustainability and organizational development

How do you carry out purposeful discussions in each of these venues?

This workshop gives you the answers. It covers the major tools of the Leader Standard Work system and prepares you to start practicing them when you get back to work. You’ll learn and practice:

1. Gemba Walks

  • What visual tools do you need to identify normal from abnormal so that the walk is a management process, not a social event or management simply walking around
  • What metrics do you monitor on the walk; the right way to react when you find an abnormality
  • How to replace some meetings with Gemba walks so you use time more effectively
  • When to ask open-ended questions; the right and wrong ways to ask them
  • How to design Gemba walks for different levels – team leader, supervisor, line manager, executive – with different frequencies, scopes, and questions
  • Simulation and role-playing exercise

2. Reflection Meetings

  • What you must do to prepare for a Reflection Meeting (sometimes called a Huddle)
  • Why a theme for the meeting is important; how to consistently come up with themes connected to problem solving
  • How Gemba walks and status board metrics fit in with the meetings
  • How the meeting discussion differs from a Gemba walk discussion
  • How to design Reflection Meetings for different levels – team leader, supervisor, line manager, executive
  • Simulation and role-playing exercise

3. Andon Response

  • What is the true purpose of an Andon
  • How to structure an Andon
  • Why responding to an Andon is much different than responding to an abnormality discovered during a Gemba walk
  • How to design Andons for different levels and work environments
  • Simulation and role-playing exercise

4. One-on-one Mentoring

  • The purpose of Mentoring; how it differs from performance reviews
  • Questions that must be at the center of Mentoring Meetings
  • How often to hold these meetings
  • How to design Mentoring Meetings for every level of the company – team leader, supervisor, line manager, executive
  • Simulation and role-playing exercise

Prerequisites

Who Should Attend?

  • Business leaders
  • Senior operations managers with cross functional responsibility
  • Function Heads
  • Process improvement support personnel
  • Cross functional teams are especially powerful!
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The Murli Group

14 Pearl Street
Mystic, CT 06355

1.860.916.3030

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