mercyleaderstandardworkabbreviatedppleansummit060514 (1)
TRANSCRIPT
LEADER STANDARD WORK
Overview
LEADER STANDARD WORK
Checklist
Why? Enable Leader Reflection and PDSA
Leader Standard Work - Checklist
(Reflection - Metric Triggered PDSA)
A3
≥80% =
<80% = Why?
Reason#1
Reason#2
Reason#3
(PDSA)
Pareto Analysis
“Standard work clarifies work’s…content, sequence, timing & desired outcome”
Leader Standard Work - Checklist
(Reflection - Metric Triggered PDSA)
“Standards should not be forced down from above but rather by
the production workers themselves”
- Taiichi Ohno
Leader Standard Work - Checklist
(Reflection - Metric Triggered PDSA)
“Pareto Analysis reveals that Meetings are the main cause for me not meeting my goals of 80% compliance with LSW”
LEADER STANDARD WORK
Daily Huddle
Why? Rapid Efficient Communication and Accountability
Communication (Daily M-F)
Daily Status Sheet
Sta
tus
of
the
Bu
sin
ess
Stra
teg
y, G
oa
ls &
Pu
rpo
se
1
2
3
Frontline Staff to Mgr(800-830AM)
Mgr to Director (830-9AM)
Director to Executive Staff(900-930AM)
“We want to be proactive with our work and happen to our work
vs. our work happening to us”
LEADER STANDARD WORK
Gemba Walks
Why? Go See / Learn & Human Development
Staff Development - Gemba “the actual
place or the real place”
• Go see, learn and show respect
• Coach mentor
• Remove barriers
• Engage in True Dialogue
• Accountability (up and down)
• Alignment (frontline staff to CEO)
*Note - Without visual management system communication lacks
focus, structure and a “call to action”
LEADER STANDARD WORK
Visual Management
Why? Make Problems Visible Enables True Dialogue
Leader Visual Management
“Make problems visible in a 5 x 5 format –Cant improve without “Red”
Visual Management
(Leader – Personal Kanban)
12
3
Eisenhower Principle
Leader Standard Work
Why?Why?
Why?
Why?Go See/ Learn &
Staff Development
“The key to the Toyota Way and what makes Toyota stand out is not any of the
individual elements ….But what is important is having all the elements together as a
system. It must be practiced every day in a very consistent manner, not in spurts”
- Taiichi Ohno