Welcome to our Leaders Standard Work Webinar

Welcome to our
Leaders Standard Work Webinar
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Manufacturers Alliance
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Vickie Parks/Panelist
Moderator
Art Sneen
President and Founder
Manufacturers Alliance
Welcome to our
Leaders Standard Work Webinar
Educational Webinars
• Educational seminars and webinars are designed to
provide personal experiences from a diverse panel of
manufacturing practitioners.
• Submit questions to speakers after both presentations
are complete.
• Slides and full audio will be available within a few days of
the event for you to download
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Online Poll
How much do you use Leaders Standard
Work at your company?
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We are thinking about it
A few of our Managers have it
Most Managers have it
All Managers and Executives have it
MGK
Dave Westphal
Engineering Manager
Dave Westphal
Engineering Manager
Leaders Standard Work
Leader Standard Work
“Maintain to Sustain”
What are our responsibilities as
a Leader?
Get things done
= Results
Get the most from
your team
= Productivity
Develop people
= S³ - Sustainable Succession Strategy
Success Stems from
Engagement
Effective
Engagement
requires
strategy
Leader Standard Work Requires
Practice
It won’t happen overnight
Make the Time for People
- Spend time daily with each person you supervise.
- Key employee work motivation factor is spending
positive interaction time with supervisor.
- Schedule regular one-on-one time on a public
calendar so people can see when they can
expect quality time and attention from you.
Are you making time to
mentor future leaders?
Leader Standard Work
is… Formless
….to a point.
Fuel Needed
Fuel is necessary to keep your Lean
efforts going…to sustain gains
What is a Leader’s Fuel?
Results
Without Discipline…
Excellent firefighting skills are developed
“Grow Leaders who
thoroughly understand the
work, live the philosophy,
and teach it to others.”
The Toyota Way
Principle # 9
Leader Standard Work requires
Discipline
FOCUS
PRACTICE
COMMITMENT
PATIENCE
BELIEF
ENGAGMENT
ITERATIVE LEARNING
COMMUNICATING THE ‘WHY’
Leader Standard Work Forms
Gemba walk
Audits
Spot checks
Visual reviews
Problem solving
Kaizen
Coaching
Developing others
There are no
substitutes
for
Experience
No Monkeys !
What are our responsibilities as
a Leader?
Develop people
= S³ - Sustainable Succession Strategy
Get the most from
your team
= Productivity
Get things done
= Results
Thank You!
Tennant Company
Chad Christensen
Director of Manufacturing Operations
Tennant Manufacturing
A LEAN transformation in process….
People….Culture….Strategy = RESULTS
Founded by George Tennant
as a sawmill
Invented first vacuum
powered sweeper
IPO on New York Stock Exchange
First walk-behind scrubber
Revolutionary ec-H2O Launched
New Technologies
Burnishers
Sweepers
Extractors
Scrubbers
Vacuums
Manufacturing in Minneapolis
S30
Sweeper
T20
Scrubber
Facts:
Established: 1955
Size: 265K sq. ft.
Platforms: 11
SKU’s = 20K
Core Competencies:
Employees: 380+
Metal Fabrication & Finishing
- Avg. Tenure: 15 yrs
Configured Machine Assembly
- Over 25 yrs: 75
Rotomold
- Over 40 yrs: 20
Output: over 5000 machines annually
Plant Operations
Our processes…
Conversion of raw metal and purchased components into
finished surface cleaning machines built and customized to order
N
Metal Fabrication
Machine Assembly
Raw Material
(125 tons/wk)
Product Flow
Mfg Support
Rotomold
Parts - Michigan
Parts - Kentucky
Machines - NA
PAINT
SHIP/
REC
WELD
BEND
ASSEMBLY
Machines - INTL
Purchased
Parts
WAREHOUSE/MH
Part Variety:
• Over 20,000 Active SKU’s with On Hand Balance
• Consume over 7mm parts/yr (40/60 Fab/Purchased)
ROTOMOLD
CUT
Lean Starts with Leadership & Structure
Creation and Evolution of Value Streams
Planning Tech Support
Leadership
Processes
Fabrication
Machine Assembly
Mfg Services
Sheet Metal
Scrubbers
Quality
Machine Shop
Sweepers
Maintenance
Material
Handling /
Warehouse
Inventory Management
Welding
Paint
Rotomold
VSM
Supervisors
Tech Mgr
Leads
Engineering
VSM
Product Launch
Supervisors
Tech Mgr
Leads
Engineering
VSM
Tech Mgr
Engineering
QC
Maintenance
Material Planning
Material Planning
Inventory Control
Current State at end of 2013…
Lean journey yielded significant
successes, yet something was
missing…
Engagement, empowerment,
communication, and recognition
were not consistent nor adequate.
Growth in business accelerating
the issues.
Obstacle to taking Lean to
another level.
LEADER STANDARD WORK
Several Attended LEI courses regarding LSW
Concepts from LSW would ‘connect the dots’
Small groups of people focused on improvement
Visual physical environment
Leadership facilitates problem solving
Stand-up meetings at all levels
Constant examining of wastes for change to the better
Routines for all leaders
“The role is leadership is to build the
‘problem solving muscle’ of the organization.
Not solve the problems for them!”
A3: The “Burning Platform”
The ‘Good’
The ‘Bad’
Already in place:
• Daily/Wkly Mgr level meetings
• Discipline to SQDCE
• Pockets of Visual Mgmnt
• Desire for something different
•
•
•
•
Inconsistent attention to improvement
Not enough time dedicated working with employees
Communication not always timely
Delays in decision making
The ‘Ugly’
“Shop-floor Meetings” = 1
way communication
A3: The “Future State”
Daily start of shift Stand Ups
•
Clear definition
of roles &
responsibilities
•
Action based
on visual
indicators &
facts
•
Tier level flow
of information
•
Timely
decision
making at Cell
level
Smaller Focused Cells with ‘Captains’
Visual Management by Cell
Close gaps through increased ‘shopfloor’ leadership and improved
structure that empowers problem solving at the source
A3: The “Actions”
Jan
Finalize structure
Communicate Plant Wide the Initiative
Post and select "Cell Captains"
Correlate CI,safety audit, 5s zones
Train all leaders on LSW
"Daily" Meeting Workshops x3
Lean Metric Workshop
Implement T1 in all areas of site.
Implement T2 Gemba Walks / structure
Implement T3s Visual Mgmt Board
Define SQDCM board format
Review T4 Visual Mgmt Board
Gemba Walk workshop
Feb M arch A pril
M ay
Jun
Jul
A ug
Sep
Oct
No v
Dec
A3: The “Actions”
Cell Captain
Expectations
•
•
•
•
•
Working Shopfloor point person for a Cell
Utilizes visual indicators to address abnormalities
Facilitate daily ‘start of shift’ stand up meeting with Cell
Seeks out new suggestions for improvement
Routine communication with next level leadership
Opportunity
• Provided additional
Lean/Leadership Training
• Ability to grow leadership
potential
Cell Captain Tier 1
Cascading Tier Meetings
• 545a, 145p, 1045p Tier 2 ‘hand-off’ meetings
-- Cell Captains & Supervisors
• 600a, 200p, 1000p Tier 1 Cell Meetings
– Cell Captains & Shop Floor Employees
• 700a x-Functional Department Tier 2 Meeting
– Sups & Supply Chain
• 800a Value Stream Tier 3 Meeting
– Value Stream Mgr & Sups
I
N
F
O
R
M
A
T
I
O
N
• 830a Tier 4 Plant Meeting
– Plant Mgr, HR, Supply Chain, Safety, VS Mgrs, CI/Lean Mgr
C
O
M
M
U
N
I
C
A
T
I
O
N
Results
Better communications between shifts – ‘clean handoffs’
(no more fumbles)
Enables better training of new hires – ‘go to person’
Cell Capt experience enabling further promotions
Decisions quicker and at the right level
People more empowered
Improved information flow
Tier 4 Board
What’s Left To Do…
• SUSTAIN
– Support Cell Captains, Education, Problem Solving
• Refurbish higher level Tier meetings and visuals
• Overlay higher level leadership Gemba Walks to
drive empowerment
Tier 2 & 3 Board
• Complete cell level visuals
Learnings…
• People want to be empowered – not difficult
finding Cell Captains
• NEED to continue to support Captains
Tier 1 Board
• Be thorough on structure
• Visuals/Metric
– have to be meaningful,
– at the right level,
– and correlate to the ‘greater good’
Q&A Prep
To post questions for our speakers please use
the Q&A button near the top of your screen.
Then address your question to All Panelists
Q&A
Chad Christenson
Tennant Company
Dave Westphal
MGK
Art Sneen
Manufacturers Alliance
How did we do?
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feedback sheet.
Online guests, please complete the
electronic survey. It will automatically
open once you leave the webinar.
Manufacturer of The Year
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2015 Manufacturer of the Year Awards
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Thursday, April 9, 2015
7:00am - 10:00am
Wooddale Church, Eden Prairie
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Seminars & Webinars
Using A3’s to Drive Improvement
February 12 at Hennepin Technical College in Eden Prairie
Coaching for Improvement with PDCA
March 12 at Hennepin Technical College in Brooklyn Park
Webinar: Rethinking Rewards and Incentives
April 24 Online or Live at Manufacturers Alliance
Upcoming Workshops
Toyota’s 8-Step Problem Solving
February 10
Business Process Improvement Techniques
February 17
Engaging Your Workforce in Daily Improvements
February 26
3P to Design Process Excellence
March 3
Maximizing Throughput with TOC
March 10
Process Validation- A Risk-based Approach
March 11
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