Transcription
Lean DailyManagement (LDM)Ralph SeelyLean Consultant(206) 701-3382http://www.pointb.com
Overview Lean Daily Management (LDM) is the system that allows you todeliver customer value through proper support and leadership tothose who are closest to the process (customers and processowners). Some of the Lean Daily management elements which arecommonly used are Leader Standard Work (LSW), visual controlboards, and daily accountability. The elements are not effective unless used with the right mindsetstarting with effective lean management.
“Reality” of missed opportunity to sustain
Traditional vs. Lean Work EnvironmentTraditionalLean Complex Simple and visual Management by status reporting Management by sight Push system Pull system Just-in-case inventory Inventory as needed Batch production Single item or small lot size Long lead time Minimal lead time Quality inspected in Quality built in Functionally managed Value stream managedIn a Lean system, abnormalities are easily seen
Traditional vs. Lean LeadershipTraditionalLean Staff meets goals set byleader Ensures team goals supportvision Leader plans Direction setter (visionary) Information controller Information conduit (sharing) Sole problem solver Facilitates ‘root cause’ analysis Technical expert Technical resourceCreating a culture of Problem Solvers
Lean Daily Management goals Support Lean Principles Minimal inventoryAssureDelivery &Minimum CostJUST IN TIMEActCheckPlanDoLeanOperating SystemAssureSafety and MoraleOBJECTIVESMETHODSPRINCIPLESOperate with theminimum resourcesrequired toconsistently deliver:DevelopSkillsStandardWorkPacedProduction Just what is needed. In just the requiredamount. Just where it isneeded. Just when it isneeded.Minimallevels ofmaterialEffective useof machines Inventory SignalidentifyingabnormalityOne - PieceFlowProduceonly ondemandAssureProduct &Process QualityQUALITYOne-by-oneconfirmation todetect abnormalities.Stop and respondto everyabnormality.Separate machinework from humanwork. Enablemachines to detectabnormalities andstop autonomously.Level Production5S / Visual ManagementContinuous Cost Reduction Through The Elimination of WasteEliminate waste as it is revealed through inconsistent or unexpected results.
The core of Lean Daily Management Process Focus Predictable OutcomeLeanOperating SystemAssureDelivery &Minimum CostActCheckPlanDoAssureSafety and MoraleJUST IN TIMEOBJECTIVESMETHODSPRINCIPLESOperate with theminimum resourcesrequired toconsistently deliver:DevelopSkillsStandardWorkPacedProduction Just what is needed. In just the requiredamount. Just where it isneeded. Just when it isneeded.Minimallevels ofmaterialEffectiveuse ofmachines Inventory SignalidentifyingabnormalityOne Piece FlowProduceonly ondemandAssureProduct &Process QualityQUALITYOne-by-oneconfirmation todetect abnormalities.Stop and respondto everyabnormality.Separate machinework from humanwork. Enablemachines to detectabnormalities andstop autonomously.Level Production5S / Visual ManagementContinuous Cost Reduction Through The Elimination of WasteEliminate waste as it is revealed through inconsistent or unexpected results.
Visual Management Exposes non-conformances Allows for quick action Plan vs. ActualLeanOperating SystemAssureDelivery &Minimum CostActCheckPlanDoAssureSafety and MoraleJUST IN TIMEOBJECTIVESMETHODSPRINCIPLESOperate with theminimum resourcesrequired toconsistently deliver:DevelopSkillsStandardWorkPacedProduction Just what is needed. In just the requiredamount. Just where it isneeded. Just when it isneeded.Minimallevels ofmaterial InventoryEffectiveuse ofmachines SignalidentifyingabnormalityOne Piece FlowProduceonly ondemandAssureProduct &Process QualityQUALITYOne-by-oneconfirmation todetect abnormalities.Stop and respondto everyabnormality.Separate machinework from humanwork. Enablemachines to detectabnormalities andstop autonomously.Level Production5S / Visual ManagementContinuous Cost Reduction Through The Elimination of WasteEliminate waste as it is revealed through inconsistent or unexpected results.
Lean Daily Management ElementsLeader StandardVisual ControlsWork (LSW)(Visual walls)Lean Daily Audits)(Huddles/Tieredmeetings)
Lean Daily Management (Element overview) Sustains Proper Behaviors Effects All Levels of ManagementLeaderStandard WorkStatusdBaProblem TrackingTier 3Accountability mesBrettLeader ResponseAndon
Leader Standard Work (LSW) Provides a structure and routine for Leaders Sets Standards for the Expected Behaviors of Leaders Drives Accountability by Measuring “Actual versus Plan”DirectorManagerSupervisorTeam LeaderStandard WorkWhat To DoWhen To Do itWas It Completed(if not-Why?)Standard WorkStandard WorkWhat To DoWhat To DoWhen To Do itWhen To Do itWas It CompletedWas It Completed(if not-Why?)(if not-Why?)Standard WorkWhat To DoWhen To Do itWas It Completed(if not-Why?)
Who Should Have Leader Standard Work?Role% of work timethat should bestandardResponsibilitiesExecutives15%Verify production process is improvingValue StreamManager25%Monitor and support ManagersManagers50%Monitor and support SupervisorsSupervisors50%Monitor and support team leadersTeam Leaders80%Ensure operator standard work is followedOperators(associates)95%Used in performing task consistentlyStandard work is moredefined and specific in rolesclosest to the process
Leader Standard WorkLeader Standard Work – Manager Prepare for team Meeting Verify Self Checks and Successive Checks Audit safety compliance items Ensure all issues have been documented Determine overtime requirements Review production requirements Audit cross-training plansEach Layer of Managementhas a list of tasks/ responsibilitiesthat need to be completed in aparticular time frame
Leader Standard Work (Team Leader Example)Team Leader Standard WorkArea:Name:Start of ShiftInitialTurn this form into your supervisorat the end of the dayVerify all TM's have proper PPE in place (Safety glasses/shoes, ear plugs)Read TOS bit / Lead Stretches (Energy stretch routine)Distribute TM's daily consumablesDate:Issues (why was the std. work not followed): Each requires an A3reportUnplanned absences noted and Supervisor notifiedStatus board filled out with Serial NumbersVerify SWIP is complete and in the designated locationVerify self and successive check sheets are complete and signed offVerify Status Board completed and up-to-dateRespond to Andon calls within 30 secondsEscalate to Supervisor: safety items, missing/late/non-conforming partsAll non-conforming parts (once tagged) delivered to QRB areaVerify certification sheets are signed off (Assy. only)During ProductionVerify TM's are following Standard Work Sequence (2 times per day)Serial Number:Serial Number:Serial Number:At the End of ShiftEnsure all extra parts are removed from the areaVerify 5S work was completed and signed-off by each TMVerify SWIP is in placePlan for next day (coverage for TM's planned time off)Gemba walk with supervisorModel:Model:Model:Initial COMMENTS / NOTES:TM:TM:Yes/No:Yes/No:TM:Yes/No:unit 12unit 11unit 10unit 9unit 8unit 7unit 6unit 5unit 4unit 3(Check off when complete)unit 2unit 1Each Takt Time
Visual Controls The purpose for visual controls in Lean Daily Management is to focus onthe process and make it easy to compare expected vs. actual performance. Visual Controls highlight when the process is not performing as expectedand where improvement might be needed enabling us to take immediatecorrective actions. Visual Controls are an important enabler for disciplined focus on adherenceto lean processes. Visual controls vary widely (charts, checks, dashboards, scorecards,display boards)
Visibility Wall A visibility wall is an essential element of Lean Daily Management. Itprovides a permanent location to easily view the work of the organization Posting categories include quality, cost, delivery, safety and morale. Each wall has a statement of purpose, a communications section for unitactivities and improvement ideas or projects.
Production display boards An “at-a-glance” visual display of the status of the production/office area Provides a way to quickly and easily see the status of processes Helps bring focus to the process to drive improvements
Andon (Signal to identify abnormalities) A signal to notify management and support personnel of a safety, quality, orprocess problem The signal helps the team determine the root cause of the abnormality,defect, or delay in order to prevent a re-occurrence
Escalation Procedure Structured series of steps to be followed whenever a team member (at any level)encounters an abnormal condition Escalation is used to raise the level of awareness and sense of urgency in theidentification and rapid resolution of problems or issues in productionDetect/stopIntermediatefixCountermeasure
Daily accountability-Huddles Daily huddles are a key part of daily management. Daily huddles are team or cross-functional group meetings focusing onprocess status, identification of challenges Benefit: Enable the team to raise and address issues as they occur,preventing larger problems from developing. Huddles typically occur at the visibility wall at the same time each day.
Daily accountability -Tiered MeetingsThree Separate but Interconnected Meetings: Tier 1 - Team Leader with Team Members Tier 2 - Supervisor with Team Leaders Tier 3 - Manager with Supervisor(s) and support staff (possibly Director)
Tiered meetings: StandardsTier Meeting ContentTier 1 – Team Leaders & Team Members Tier 2 – Supervisors & Team LeadersSafetyPPESafetyIssues from previous periodTier 3 – Manager, Supervisor & SupportSafetySafe Day previous period?Injuries from previous periodAttendanceAttendancePlan for next periodPlan vs. Actual from previous periodConversions / RA from previous periodBackfill / X-trainingDeliveryDeliveryDeliveryDowntime from previous periodSchedule for next periodScheduleLine Stop from previous periodLine Stop from previous periodPlan vs. Actual from previous periodQualityDirect Run from previous periodFirst Pass Yield from previous periodConcerns This PeriodMaterials / SWIPQualityIssues from previous periodAbnormalitiesEquipment / ToolsProcess / MethodsUnits in HospitalProjectsDone by Team / Move to Accnt. BoardAll un-planned events that effectedthe Daily PLAN
Problem Tracking Methodology to track issues that cause variation from a safety, quality, costor delivery standard
Leadership discipline-Audits
Leadership discipline-Daily Accountability board Accountability reinforces the need to adhere to commitments Ensures Timely Counter Measure ImplementationNameDepartmentIncomingQueue30, 60, 90 DaySection
Lean Daily Management Implementation Identify the demand Leader StandardUnderstand yourtakt time (pace)Work (LSW)Understand yourprocessesDevelop dailymanagement processesVisual Controls(Visual walls) Develop aproduction board Develop a responseplan (escalation)Lean Daily Management Monitor problemsMonitor (Audits)(Huddles/Tieredmeetings) Conduct dailystand-up meetings
Benefits Helps provide data on where you are (actual) compared to where youwant to go (planned) Assists with meeting customer demand Improves process quality Reduces process variation Ensures effective problem solving Helps standardize the way organizations manage their facilities Ensures sustainability for improvement efforts
Lean Daily Management - Summary Supports all principles of the Lean Operating/Business System Ensures countermeasures are put into place for identified nonconformances Process not people focused Allows for a reliable method for problem solving Problems are more visual to allow quick action Relies on Leader Standard Work to sustain correct behaviors Gives transparency to management decisions
Questions?
Lean Daily Management (LDM) is the system that allows you to deliver customer value through proper support and leadership to those who are closest to the process (customers and process owners). Some of the Lean Daily management elements which are com
