front-line first leadership - georgia tech...
TRANSCRIPT
Front-Line First Leadership
August 16, 2017
Two racks of Baby Back Ribs every day, 365 Cooked on a large, Big Green Egg. Hot off the grill, served at 12:00 sharp Be approximately the same quantify of food +/- 3 oz. 5 oz. of Fox Brothers Rub, evenly spread
2/3 on the top side. Consistent level of tenderness Must use Dalton St. Colletge Interns, rotating each
quarter
Possible Causes of Poor Quality
Material
Methods
Machine
Manpower
Measurement
Maintenance
Mother Nature (Environment)
Which would address first?
Which can contribute to failure?
Are All these Factors Important?
“The Road to Success is Always Under Construction”
Our Goal
Define, operate, maintain and improve…
stable and capable processes
that consistently meet company, customer and market expectations
(cost, quality, delivery, safety, innovation….)
Standard Work
The safest, easiest, and most effective way of operating and managing the process that we currently know.
Specifying & Acting on
What we know!
Standard Conditions
• layout & workplace• material presentation• tools & tool settings • equipment set points•trouble shooting plans
• maintenance processes• cleaning procedures• room conditions (temp/humidity, +)• quality tests & standards• training
Expected Outcomes
Level and Variation in Productivity, Output, Quality, Safety, etc.
Customer Needs
Demand, quality parameters, packaging & labeling methods, etc.
Front-Line First Leadership
Everyone’s job is to support the front-line work!
See and Address Today’s Obstacles Today!
Work on our sand castle every day!
Invest in your People & their Leaders
Align the management process to support your Value-
added processes
Your Lead Operator
Your President
Two Types of Problem-Solving
Improvement -Perform at a higher level
Remove Risk / WasteReduce Variation
Corrective Action-Return to Standard
Standard ---------------------------------------
X
X
InputsStandard WorkConditionsResults
Align our Efforts Through Communication and Action
Vision – the “True North”
Clarity – an honest, clearly communicated
assessment of where we are now, what really
matters
Focus – problem solving aligned with strategies
for improvement
Engagement – respect for people; involvement,
empathy, trust, and development
Karen Martin, author
Daily Improvement Walk
5-7 Minutes in each department/cell
Regular schedule and rotation
Leadership team engaged
FLL Leads/Owns
Communicate
Can have a theme
Celebrate
ID abnormal / obstacles
Prioritize Problems
Coach
Ask Questions
What do you need from us?
Tiered Meetings – Integrated and ConnectedShift Meetings – Simultaneously Held
Tiered Meetings – Integrated and Connected
1
Gemba Walk – Daily Improvement Walk
Tiered Meetings – Integrated and Connected
4
3
652
1
Progress Through the Facility – Dept. by Dept.
• Start at the end and work back
• 5-8 minutes at each board
• All/Most major functions participate
Tiered Meetings – Integrated and Connected
Brandyn
Plant 1 Plant 2 Plant 3 Sales
FinanceAccounting
HRQuality /
EngineeringPurchasing
Safety Quality
Delivery Problems
Date Incidents
4/11/2017 Cut Finger on Sharp Metal Edge - Glove Had a hole in it, replaced glove
4/17/2017Fall resulting from air line across aisle, Sprain, lost time. Evaluating cord
reel
X
X
Safety Calendar
Department:
1 2
Month:
3 4
No Incidents
5 6
Incident
7 8 9 10 11 12 13 14
Recordable
15 16 17 18 19 20 21 22
Not Scheduled
23 24
25 26
27 28
29 30
31
• S – Slips, Trips and Falls
• A – Actuation
• F – Fires and Explosions
• E – Ergonomics
• T – Transportation
• Y – Yuck
Identify Hazards – Proactively Address
Unit # Date In Date Out % Comp.
Hours
Planned
Hours
Used
353 4/25 4/26 100 65 63
403 4/26 4/28 33 80 25
521 4/28 4/30 70
Production
Problem Log:
Defects – scrap, work not done to specification; not right the first time
Overproduction – ahead of or in excess of demand*
Waiting – idle operators or process (inactivity)
Non-utilized talent – not using employee knowledge or creativity
Transportation - unnecessary movement of materials
Inventory - excess, requires space
Motion – unnecessary movement, ergonomically unsound/poor layout
Extra processing – more effort than is required, difficult to detect or uncover
Extend Awareness of Problems
25
From the SUBJECTIVE
To the OBJECTIVE
Symptom that get reported:
“Broken” “Didn’t Work” “Defective” “Noisy” “Frequently” “Smells” “Bad”
Facts that get collected:
What? When? Where? Who? How much? How often? Why does it matter?
Date Issue Next Steps Who When
Problem-Solving Log
Problem Log
PLA
N
Describe the Problem. What are the negative effects? What is the cost of waste?
What is the desired target condition (i.e. what are we striving toward)?
What do we know about its causes? What have we learned through observation and
investigation?
DO
What Countermeasure is Proposed? What do I expect will happen? When can we Try it?
CH
ECK
What Happened? Did we see the expected results? What did we learn?
AC
T
Next Steps: Are additional countermeasures required? Does a standard need to be update or implemented?
Coaching Kata Pocket Guide
Ref: Mike Rother, Toyota Kata
Reflect on the Last Step TakenBecause you don’t actually know what
the result of a step will be!
1. What was your Last Step?2. What did you Expect?3. What Actually Happened?4. What did you Learn?
Return to front of card
What is the Role of the Middle Manager?
Remove the barriers to Standard Work
“I can’t follow the standard because…”
Help the Front Line Leader succeed
Provide resources, especially time
Coach, Teach, and Assist
Process Design
Problem Solving
Growth & Development
Start with
Visual
Management
Support…..Coach…..Lead
Be respectful….ask questions, don’t’ be critical, don’t offer
solutions. Keep body language in check.
Be persistent in your support of managing standard work.
Solve today’s problems first!
Maintain focus on stability until proven….then work on
improvement
Limit your strategic initiatives….the more stable your processes,
the more improvement you can support.
Needs of a Supervisor
JS
TWI Institute
FLL Responsibilities
Production/DeliveryCosts
Quality
Safety
Maintenance
Training
Other
TWI Institute
Get Results Through People!
Production/DeliveryCosts
Quality
Safety
Maintenance
Training
Other
PEOPLE
TWI Institute
Owners’ ManualJohn Zegers
Job
Family
Background &Experiences
Interests
Other
Foundations for Good Relations
• Let Each Worker Know How She/He is Doing
• Give Credit when Credit is Due
• Tell People in Advance about Changes that WillAffect Them
• Make Best Use of Each Person’s Ability
People must be treated as Individuals! TWI Institute
Case Study
Plan
What am I trying to Accomplish?
Plan
Step 1 – Get the FactsReview the RecordFind Out what rules and customer applyGet opinions and feelings
Be sure you have the whole story
TWI Institute
Plan
Step 2 – Weigh and DecideFit the Facts together
Consider their bearings on each otherWhat possible actions are thereCheck practices and policiesConsider objective and effect on individual,
group and production
Don’t: IHMR TQ GONGIUSIQNS
TWI Institute
Do
Who? When?
Step 3 – Take ActionAre you going to do this yourself?Do you need help in handling?Should you refer this to your supervisor?Watch the timing of your action
Don’t pass the Buck!
TWI Institute
Check
Step 4 – Check ResultsHow soon will you follow up?
How often will you need to check?Watch for changes in output, attitudes, and
relationships
Did your actions help production?
TWI Institute
Act
Did you accomplish your objective?
TWI Institute
TWI Institute
TWI Institute
TWI Institute
Front-Line Leadership
Common Vision and Understanding
Maintain your Sand Castle
Accountability & Bias for Action – Daily Walk
Define, Teach and Coach your Management Process
Celebrate Learning & Success
Develop your people…. at all levels
Lean Management System
Leader Standard Work List of daily required activities
(cadence)
Focus on the abnormal
Visual Workplace Make it easy to see the abnormal
React immediately to anything abnormal
Daily Follow-up Gemba Walk
Set protocols
Ensure Standardized work is followed
Focus on processes
Accountability Maintain the standards
PDCA
Leaders as teachers
Organizational Alignment
“If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.”- Patrick Lencioni
For Further Reading:
