leader standard of work: daily personalized performance ......• leader standard work (lsw) • a...
TRANSCRIPT
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Leader Standard of Work: Daily Personalized Performance & Accountability Tool
Heidi Miksanek Senior Systems Engineer Department of Laboratory Medicine and Pathology Mayo Clinic, Rochester, Minnesota
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Disclosures Relevant Financial Relationship(s):
Nothing to Disclose
Off Label Usage: Nothing to Disclose
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Me & my BFF Cindy
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V2 and 3 Good Things V2 = VISION x VALUES 1. Toast 2. Raisin toast 3. Cinnamon toast
National Toast Day! Last Thursday in February
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Objectives • Describe a Leader’s Work • Describe a Lean Management System (LMS) • Describe Leader Standard Work (LSW) • Prepare Leaders to adopt a LMS mind-set by using LSW to
achieve performance excellence and engage every employee, everyday
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A Leader’s Work • Manages time
• Manages expenses • Manages and establishes the culture
• The sum of people’s habits related to how they get their work done
• A result of its management system • Fear & failure • Engagement & excellence
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Expenses • Supplies
• Too much, too little • Over processing or production waste
• QC • Validation/verification • Repeats
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RECOGNITION
Expenses • People
• Hire • Train • Coach • Develop • Mediate • Discipline • Fire • Replace (Hire)
Hire - Promote
Train
Coach
Develop
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3 Good Things ….great leaders need to do well to manage their work
• Listen • Think • React
• Yes, this order matters
• Time to listen • Time to think • Time to react • KEY: When, where, and how to
• Listen • Think • React
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Managing Traffic
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Tools for Managing Expenses
Supplies People Barcodes Performance appraisal ParEx system Staffing-to-workload model/template Kanban system Timekeeping system Check lists Recognition program Calendar reminders Calendar - Scheduled 1:1 meetings Email Email
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Lean Management System (LMS) • A system is an organized collection of parts that are highly
integrated to accomplish an overall goal
Communication Listen, think, react
Visual Management “Go & See”
Problem-solving An army problem-solvers
Performance Excellence
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Operational Definitions • System
• an organized collection of parts that are highly integrated to accomplish an overall goal
• any formulated, regular, or special method or plan of procedure
• Standard • a rule or principle that is used as a basis for judgment
• Tool • an implement, especially one held in the hand, as a hammer, saw, or file, for
performing or facilitating mechanical operations (i.e. an SOP, a performance or huddle board, LSW –a checklist)
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LSW is more that just a “tool” • Leader Standard Work (LSW)
• A checklist as a basis to follow a process • Listen, think, and react before making a decision, a judgement, or to
ask a question
Timely Visual Drives development &
improvement
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It’s about how you use the checklist • Listen
• Eyes, ears, mind, heart • Think
• Does this require an immediate decision? • Is this a time to let them shine?
• React • Ask questions • Coach • Recognize
It’s about making connections. Go Cubs!
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Why LSW? It’s about staying connected. Leader Standard Work is often the
“missing link”
Ability to sustain improvements
Continuous improvement ability
Leader Standard Work
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LSW Time-sensitive Questions • SAFETY:
• What were the safety risks yesterday? Are there any today?
• SUPPLIES/EQUIPMENT: • What are the issues that may impact our work today?
• PEOPLE: • What is the plan for today? • What PDSA projects are you working on today? • Who can be recognized for yesterday’s extra effort? • What cost-saving ideas can be worked on today?
• QUALITY/METRICS: • What were the volumes yesterday? • What has been the volume trend this week? • Were there repeats or rework yesterday and if yes, why?
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LSW, one more time
CHECKING • A performance check in the workplace • Process-dependent • A systematic approach to surfacing
opportunities for improvement
TYPES OF CHECKS • Spot check of metrics and performance • Supplies • People
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Lean Management System Elements Develop & Improve
1. Leader Standard Work (LSW)
• Self-discipline & accountability • Model values & behaviors • Coach & develop others
2. Accountability Process The Daily Huddle
• “Go & See” Gemba Walk • Focus on measures that matter most
3. Visual controls
• Make the work visible • Performance & huddle boards
4. Discipline Leaders follow and follow-up on others’ adherence to the processes that make up the above 3 elements.
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10 Principles of a Lean Management
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Summary of 10 Principles of a LMS Guiding Principles
1.Create value for the customer
2. Create constancy of purpose 3. Think Systemically
4. Focus on process 5. Embrace scientific thinking 6. Flow & Pull value 7. Assure quality at the source 8. Seek perfection
9. Lead with humility 10. Respect every individual
Supporting Principles Measure what matters Align behaviors with performance Identify cause & effect relationships
See reality Focus on long term Align systems Align strategy
Stabilize & standardize processes Rely on data Insist on direct observation Focus on value stream Keep it simple and visual Identify & eliminate waste Integrate improvement with work
Nurture long-term relationships Empower & involve everyone Develop people Assure a safe environment
Results
Alignment
People
Process
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Summary of LMS Behaviors Guiding Principles
1.Create value for the customer
2. Create constancy of purpose 3. Think Systemically
4. Focus on process 5. Embrace scientific thinking 6. Flow & Pull value 7. Assure quality at the source 8. Seek perfection
9. Lead with humility 10. Respect every individual
Leader Behaviors Do internal and external stakeholders/customers view me as
responsive and delivering value quickly enough?
Would the team agree that I clearly communicate and prioritize strategic goals and priorities?
Do others perceive me and being committed to continuous improvement processes via leveraging rapid cycle reviews/pilots?
Do other see me as a strong data-driven story teller?
Would my supervisor and direct reports see me as a contributing team member who allows others to shine?
Results
Alignment
People
Process
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LSW connects work to the next level
Front Line Employee Performs Standard Work
Management System
Team Lead Assistant Manager
Manager Operations Manager
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You have to go slow to go fast • 10,000 hours • LSW takes time
One of my sons, Luke 1996 & 2016
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Heidi’s “Essential” COVID-19 Slide • LSW and COVID • Same time, same channel, different
questions • Well-established “Go & See”
behavior maintains connections • Enables leader to stay calm and
keep things in perspective • One day at a time
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A lab is a really great place and it’s the people that make the
Mission possible.
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Thank You
Daily Team Huddles
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QUESTIONS & DISCUSSION
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Next Upcoming Webinar
What’s New in Quality & Regulatory Expectations for Laboratories?
Shannon Bennett & Jennifer Nosbisch
December 9, 2020 11am-12pm CT