“The culture of a company is the behaviour of its leaders. Leaders get the behaviour they exhibit and tolerate. You change the culture of a company by changing the behaviour of its leaders. You measure the change in culture by measuring the change in personal behaviour of its leaders and the performance of the business.” Larry Bossidy (former CEO of Honeywell) and Author of the book Execution.
Think of a lean system as a house with a foundation, pillars and a roof. If the system is not ‘tied together’, it becomes weak; even if one wall or pillar is strong. If something is missing and you don’t know what it is, it may be poor habits of its leaders. Standard work is the nails (or glue!) that holds the lean structure together and gives it the leverage and strength to maintain gains. Structure amplifies our efforts enables change. In this case, the structure is Leader Standard Work.
Value added work is done on the shop floor, so standard work must start there. Each level of standard work must support and overlap the level below it like shingles on a roof to ensure alignment of efforts and full coverage of initiatives. It also serves to identify opportunities of improvement, training and coaching, and serves as an audit mechanism. Together, we walk the walk.
Roles and Responsibilities
Roles and Responsibilities vary throughout the organization. Leaders closest to the shop floor or value added operations have pretty clear and explicit and easy to identify day to day tasks. What often gets lost is building systematic problem solving and improvement into daily routines, and standard work can help.
Leader standard work varies by management level. At the very lowest level of management, daily tasks are more explicit. Checklists are a quick, easy way to organize leader standard work, and can be adapted to any environment and management level. Would you want to fly in an airplane that had not gone through a rigorous pre-flight checklist? How about surgery? We should treat all of our operations environments the same.
Group and Team leaders have daily checklists emphasizing startup, material supply, process audits, and first level problem solving. Supervisor standard work centers on problem solving and process improvement. “How can I help you improve your process?” should be on her lips every day. In addition, she focuses on coaching and mentoring her team, along with several deep dive process audits. Production manager standard work is broader still, focusing on problem solving and team development.
The point of the checklist is to build good habits and organize thinking. Were we ready to go at the start of the shift? Are we ready to go next shift? Are we getting our materials promptly? One checklist can serve for the entire week and should serve as a quick view of major themes – not a detailed drill down of a specific issue. Those should be handled in Problem Solving sheets or other documents. Spend a little time at the end of the week to review the standard work sheets – some themes may come up repeatedly requiring a deeper dive in problem solving or other improvement opportunity.
Leader standard work also helps to ensure goal and efforts are aligned throughout the organization. In fast moving, matrix organizations this is especially important to ensure we avoid the dreaded “death by meeting”. KPIs associated with Leader Standard Work should be tracked via the SQDC Boards. Kaizen Newspaper should track problem solving efforts at all levels.