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Effective Gemba Walks as part of yourLeader Standard WorkMegan James –Business DevelopmentRobin Jaques – Partner S A Partners14 July, 2020
About S A PartnersWhat do we do?Our commitment is to transform organisations, enabling maximumeffectiveness and people potential.As an organisation, we live and breathe our brand promise of‘Together, the power to improve’ with both our customers and ourown team.We createHow do we do it?Through the use of proven diagnostic models and an implementationframework delivered by highly skilled and experienced practitionerswho are continually developed by our own Thought Leaders andPartners.We deliverAs a business we are all fully committed to developing our customers,enabling them to manage and deliver their own improvement.We believe that true sustainable improvement can only be deliveredby engaged, well trained, and aligned people.We implement S A Partners14 July, 2020
The logic of today’s session Gemba walk is a tool within asystem Leader Standard Work (LSW)is the system LSW interacts across manysystems What’s is the purpose of thesystem LSW What interactions orbehaviours support thepurpose & inform Gembawalks S A Partners14 July, 2020
Logic of todays session Unlike a work systemmaking a product ordelivering a service theLeader Standard WorkSystem and Gemba walkswithin are built on humanto human interactions Interactions are the basisof the system The core of interacting ishow we talk and listen How we talk to colleagueshas a profound effect onhow they feel andultimately how they behave S A Partners14 July, 2020
Agenda What is a leader standard worksystem? Exploring four elements of a LSWwork system PollWhat is a Gemba walk Preparing and setting up a Gembawalk Purpose, approach etc PollThe importance of interactions Talk, how to get it right PollQ&A S A Partners14 July, 2020
Defining leader standard work
Defining a System“A system is a networkof interdependentcomponents that worktogether to try toaccomplish the aim ofthe system. The aim ofthe system must beclear to everyone in thesystem.” W. EdwardsDeming(1900–1993) S A Partners14 July, 2020
General components of work ormanagement systems Standard work – the way workworksReports eg data and cockpitsFrequency patternsFeedback loop andimprovements . But the key question toalways have in mind is‘what is the purpose of thesystem’ S A Partners14 July, 2020
Leader Standard Work SystemA System that: Ensures that leaders develop the right culture and performance byundertaking the right activity in the right style @ the right location,often the ‘Gemba’By: Defining the roles and responsibilities of leaders at all levels Checking that standard activity is taking place to ensure businesssuccess Recognising people’s contribution to success Identifying and acting on coaching and development opportunities So that: The whole organisation engages its people in delivering it’s purpose S A Partners14 July, 2020
The 4 elements of a leader standardwork system1.Management meeting system orrhythm Daily Huddles Weekly Action / Idea Reviews2.Standard work audits3.Personal standard workcommitments4.One-on-One coaching S A Partners14 July, 2020
Leader Standard Work System Leader standard work provides the greatest leverage in themanagement systemIn the best circumstances, leader standard work eliminates guesswork It is typical for standard work to stabilize the leader’s day. Standard worknot only specifies what the leader should do. It also, by implication,identifies what the leader should not be doing The big thing is discipline on your part as a leader to follow yourstandard work faithfully and in depth.David Mann, Creating a Lean Culture, 2005, S A Partners14 July, 2020
Leader Standard Work System - Focusby Organisational LevelsLeader Standard WorkCulture and behaviourSenior ManagerManagerPerformance &ImprovementWork &ImprovementWorkTeam LeaderTeam Member S A Partners14 July, 2020
Leader Standard Work System –summary The highest level lever forinfluencing activity and capabilityMoves the focus from results tobehaviour, standards & resultsIt sets the expectation for theleader’s own performance andbehaviourIt is a lower percentage of timewith senior roles with a change infocus 95% operator 80% team leader 50% supervisor 25% value stream leaderThe Standard Work regimesshould be interlocking, acting asa layered system S A Partners14 July, 2020
Poll Do you have the four elements of Leader Standard work in yourorganisation system A well defined meeting management systemYes/No Leaders with personal standard workcommitmentsYes/No Leaders undertaking standard work auditsYes/No Leaders One-on-One coachingYes/No S A Partners14 July, 2020
Gemba walks, the enabling tool
“Data is of course important,but I place the greatestemphasis on facts. Youcannot understand if you havenot seen .The Gemba is areflection of management”Taiichi Ohno S A Partners14 July, 2020
What is/is not the Gemba walk? Is .A horizontal journey alongthe value streamThe best way to trulyunderstand what’shappeningA practice you learn bypractice and learn more bypracticingA process to serve, coachand develop your peopleThe ‘Check’ in PDCAIs Not . Shaking hands and kissingbabies Always about walking, butmore standing and observing To catch people out To ‘command’ and ‘control’ To take things away to fix orgive answers Independent of other practices S A Partners14 July, 2020
Delivery through the vehicle of GembawalksThe actual place where value iscreated;eg Design centres Goods Receiving Manufacturing Floor Testing Labs Transactional areas Warehousing Distribution Centres Operating Rooms S A Partners14 July, 2020
Organising your Gemba approachDefineEngageDefine thepurpose of theinteractionEngageassociates inadvance Is it to coach.associates onprocessthinking,standard workandimprovement Inform teams inadvance of thepurpose, whatyou will want tosee and how thelocal team canhelpAgreeDefine a scopefor the walk, who participates& whenCoachCoach thewalkparticipantsbefore doingthe walk Open questions,avoid blame,one voice S A Partners14 July, 2020
Types of Gemba Walks1. Standard Workaudits2. One to onedevelopmentFocus on developing and maintainingstandards through coachingFocus on Improving standardsthrough coachingWalk follows the flow of the product /serviceWalk focused on one area at a timeOccurs several times dailyOccurs at planned intervalsAttended by all levels of management– layered approachAttended by various levels ofmanagement – planned approachKey Points!1. There can be no improvement if there isn’t a standard toimprove against2. Without standards, variation and chaos thrives S A Partners14 July, 2020
Types of questions What is .the process? The steps, flow and standards What is .normal/abnormal? Variation to expected state What is .working well or not so well ? Lessons and things to shareWhat is . broken Hazards and repairs S A Partners14 July, 2020
Types of questions What is .not understood? Poor processes or poor deploymentWhat is .creating waste? TIMWOODWhat is .creating strain? OverburdenWhat is .creating unevenness Schedules & breakdownsHow are people feeling in work S A Partners14 July, 2020
SUMMARYSummary The most important place whereleaders need to be spending theirtime is at the Gemba – actual placewhere real value gets created Gemba is not about the visit, it’sabout developing oneself andothers, understanding what’s trulyhappening, and serving those whoneed your help S A Partners14 July, 2020
PollDo your leaders use Gemba walks effectively, spendingconsistent, quality time with colleagues supporting howwork works and developing people to achieve more ? No, not at all Sometimes, it’s a bit ad-hoc Yes, this is how we work S A Partners14 July, 2020
Focusing on interactions
Talk, it’s everyday all day at work, it’sthe foundation of interactionsWhere theseconversations are skilfullydelivered people will think,feel and act in productiveways.We estimate that atypical leader holds aboutsix hours of conversation aday impacting the wayothers think and feel on aminute by minute basisWe talk to oneanother all of thetime. In the worldof organisationsnothing gets donewithout ‘talk’ S A Partners14 July, 2020
Improving the quality of interactions ? SoundWave Global Ltd, All Rights Reserved How we communicate has adirect impact on how othersthink and feel and act (their‘state’) There is a relationship directbetween talk and state Our ‘talk’ ability, learned at ayoung age is very malleable –we can develop it to lead tomore effective outcomes S A Partners14 July, 2020
We have preferences, often they arelearned At a high level, talkfocuses on 3 aspects, ask,tell & suggest Ask, exploratory questions todiscover more Suggest, to express an opnion Tell to state a requirement,expectation or boundary If you have to choosewhich voice do you thinkyou use most often andhave a preference for? S A Partners14 July, 2020
Skilful use of the Voices When I ask, tell or suggest in a skilful way I can expectpositive outcomesWhatHowImpact on othersAskWith curiosityFeel engaged? & respectedTellDirectly & calmlyFeel clear ?& informedSuggestAllowing for another view? & valuedFeel involved S A Partners14 July, 2020
Lack of skill or over-use When we over-use or deliver the voices without skill, we cansometimes experience the following outcomes;WhatHowImpact on othersAskWith interrogationFeel cornered?& disrespectedTellBy dictating? & intimidatedFeel pressuredSuggestBy arguingFeel unimportant? & threatened S A Partners14 July, 2020
Leaders tend to avoid correctionalconversations that deliver (process) controlSeeking control(to identify and controlvariation) stabilise aprocessSeekingstandardisation(to process requirementsto maintain the standard)Seeking sustainableimprovement(beyond the currentstandard)A significant transition point at which managersmay well ‘talk-out’ improvement rather than ‘talk itin’ because they prefer to avoid the conversationand/or are poor at delivering it S A Partners14 July, 2020
Leaders can limit a culture ofimprovement because they tend to suggest solutions rather than ask for themSeeking control(to identify and controlvariation) stabilise aprocessSeekingstandardisation(to process requirementsto maintain the standard)Seeking sustainableimprovement(beyond the currentstandard)A second significant transition point atwhich managers may well ‘talk-out’improvement rather than ‘talk it in’ S A Partners14 July, 2020
The “X” vs “2X” conversationsIn this scenario,what is the rightconversation tobe had here?“X”(subordinategreat idea)“2X” S A Partners14 July, 2020
Introducing the X-Men Short term effectsorMedium term effectsPerformanceLearning2XBig ImprovementSome ImprovementXSome ImprovementBig ImprovementThe Curse Of SuggestionPerformanceLearning2XSome ImprovementSome ImprovementXBig ImprovementBig Improvement“X”“2X” ?Suggesting ideas and solutions to teammembers is seductive.Offering the idea makes the giver feelgood; receiving the idea makes thereceiver feel comfortable.There is learning and performanceimprovement in this arrangement but itis sub-optimal.Both players are complicit in creatingsubtle forms of dependence S A Partners14 July, 2020
PollOn balance is the leadership norm in your organisation to 2X, suggest and direct the way forward with leadersproviding the answers ? X, enquire of your thoughts and encourage you to learn byapplying them ? S A Partners14 July, 2020
Final thoughts Gemba walks Are a very impactful tool within the Leader Standard workSystemIn order for Gemba walks to have maximum effect you need to be clear about the purpose of the LSW system They need to operate as a structured consistent regimeInteractions Are at the core of the Gemba walk and many of our defaultsdon’t serve the purpose of the system accurately S A Partners14 July, 2020
BrochuresIf you want to learn more, seethe brochures in yournavigation pane S A Partners14 July, 2020
Q & A sessionFor more info contactMegan.James@sapartners.comM : 07967 007452Robin.Jaques@sapartners.comM : 07977 131933 S A Partners14 July, 2020
Types of Gemba Walks 1. Standard Work audits Focus on developing and maintaining standards through coaching Walk follows the flow of the product / service Occurs several times daily Attended by all levels of management –layered approach 2. One to one development Focus on Improving standards through coaching Walk focused on one area at a time