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6 Comments

• #1 by Chris Paulsen on August 24th, 2010

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  Mark,

  Walking the value stream is a great item for the list of standard work. It’s far too easy for time on the production floor to get squeezed out of the day when other tasks pile up. I’d suggest that reviewing key performance indicator results is critical as well. Thanks for sharing.

  Chris

• #2 by markrhamel on August 24th, 2010

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  Hi Chris,

  Thanks for the comment. You are absolutely right! We must review the KPI’s to get an understanding relative to (close to real-time) process performance. It’s not just about process adherence.

  Best regards,
  Mark

• #3 by Evan Durant on August 24th, 2010

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  Mark,

  Really great post on an excellent topic. I’ve found that the “working” step is the hardest to teach and follow through on. This is really the problem-solving phase of the process. Any advice on how to help leaders improve their abilities in this area?

  And a related question: What sort of documentation (if any) do you suggest for leaders to complete as part of the process and to show evidence of it working.

  Thanks,
  Evan

• #4 by markrhamel on August 24th, 2010

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  Hi Evan,

  Thanks for the comment. Yes, the work is hard. But, how else can we create a robust, well-wired system? My suggestion for attack is the old pilot first approach. In other words, we need to mentor folks and learn together on one aspect of the value stream (often a single process) – develop the leader standard work and the necessary visual controls, standard work, etc. and related leader standard work. Then, after we get that going, go to the next pulse point and do the same. Eventually, our leader standard work, and underlying system, will be built-out.

  As for the documentation, I suggest first developing a master leader standard work (where we don’t worry about who will be doing the audit) template that reflects physical location of the audit (where do I have to go), what specifically I will check, the condition that I am trying to verify (hopefully with the assistance of a visual control), and if I find an abnormal condition a field for describing the abnormal condition as well as my countermeasure. Once we’re satisfied with the master (after several test and adjust iterations), we can then create leader specific templates – it’s different based upon audit frequency and sometimes scope, depending upon the role and level within the organization. There is a generic example of a template in chapter 7 of the Kaizen Event Fieldbook. Shoot me an email if you want to discuss in further detail.

  Daily completed leader standard work should be posted (visually), so it can be audited by the leader’s leader relative to timeliness, completeness, abnormalities identified, rigor/sufficiency of countermeasures, trends, etc. It should be feedstock for mentoring activities between leader and subordinate.

  Best regards,
  Mark

• #5 by Rob on August 30th, 2010

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  Some great points here.

  I’d include that we must develop standards for each pulse point via robust visual controls. I’d ask are these understood and how are we doing against the standard set. I’d look for problem-solving, 5-why or similar if we’re over or under target. Most of all though I’d listen, a soft skill which encompasses the critical point: “respect for people”.

• #6 by markrhamel on August 30th, 2010

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  Hi Rob,

  Excellent points! Lean management systems (and specifically leader standard work) must include/rely on robust visual controls. Otherwise, it’s just too hard and too ambiguous. Amen on the listening!

  Best regards,
  Mark

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