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Leader Standard Work Up 3

The document provides guidance for leader standard work at different organizational levels from executives to frontline staff. It outlines recommended activities for leaders to focus on in four key areas: self-development, coaching others, supporting daily improvement, and creating vision and alignment. Visual controls are also discussed as an important tool for leaders to verify standards, check for gaps, and ensure appropriate responses. The checklist recommends different weighting of focus on improvement versus maintenance activities depending on the leader's level in the organization.

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391 views12 pages

Leader Standard Work Up 3

The document provides guidance for leader standard work at different organizational levels from executives to frontline staff. It outlines recommended activities for leaders to focus on in four key areas: self-development, coaching others, supporting daily improvement, and creating vision and alignment. Visual controls are also discussed as an important tool for leaders to verify standards, check for gaps, and ensure appropriate responses. The checklist recommends different weighting of focus on improvement versus maintenance activities depending on the leader's level in the organization.

Uploaded by

jesusmem
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Leader Standard Work Checklist

IMPROVEMENT
Executives 75% 25%
50% 50%

MAINTENANCE
Directors

Managers 35% 65%

Frontline Leaders 25% 75%

Frontline Staff 5% 95%


Credit: Imai Masaaki

1
Lean1. Executives: Areas of Focus
Commit to Self-development:
• Learn to live the technical, principle and managerial sides of Lean through
repeated learning cycles
2. Coach and Develop Others:
• See and challenge true potential in others through self-development
learning cycles (break down the skills to coach them one at the time but
many times, coaching Kata, TWI-JI process, see-do-teach)
3. Support Daily Improvement:
• Build local capability throughout for daily Management & Kaizen. Follow
weekly purposeful go-see routines on what matters most
4. Create Vision and Alignment to Goals:
• Create True North vision and align goals vertically and horizontally

Adapted from Jeff Liker’s “Developing Lean Leaders at All Levels”


2
“Commit to Self-development”
• Work on personal A3 Weekly
• Gemba walk: Process standard work assessment Weekly
• Gemba walk: employee safety observation Monthly
• Gemba walk: Lean Sensei coaching Monthly
• Work on personal Lean development program Monthly
• Participate in a Lean book club Monthly
• Attend external benchmark Gemba walk Annually

3
“Coach and Develop Others”
• Provide A3 coaching Weekly
• Conduct monthly review / each direct report Monthly
• Gemba walk: value stream review/each direct report Monthly
• Participate in New Leader Orientation Monthly
• Co-facilitate a Lean training (A3, FMS, SD, other) Quarterly

4
“Support Daily Improvement”
• Gemba walk: interview a patient or customer Weekly
• Gemba walk : assess improvement post Kaizen / A3 Weekly
• Gemba walk: observe a frontline huddle Weekly
• Attend system improvement report out Monthly
• Gemba walk: assess an employee injury RCA Monthly
• Gemba walk: review a customer safety event Monthly
• Great new employees Monthly
• Recognize a high performing CI team Monthly
• Participate in a Kaizen Workshop Quarterly

5
“Create Vision & Alignment to Goals”
• Lead your strategy deployment review Weekly
• Participate in the 1-up strategy deployment review Weekly
• Gemba walk: Entity business review Monthly
• Participate in a Value Stream Analysis Quarterly
• Conduct mid-year strategy deployment review Annually
• Conduct annual strategy deployment planning Annually

6
Time to Reflect…

Table Discussion
Which of my activities support these 4 areas of focus?
Which activities should I add?
• Use one post-it per activity. Initial the post-its and place
on flipchart under their area of focus

7
Tool 2: Visual Controls
• The Leader Standard Work takes the leader to the
visual controls
• Visual controls show expected versus actual

The leader uses the visual controls to:


 Verify the execution of the standards
 Check that gaps are clearly documented
 Ensure appropriate responses to gaps

8
Tool 2: Four Levels of Visual Controls
1. Information
• Example: water gauge under a bridge
2. Abnormality
• Example: gauge shows “normal” or “flood”
3. Response needed
• Example: gauge shows level for “close bridge”
4. Status of the response
• Example: gauge with nearby sign “bridge closed by
sheriff on April 7”

9
Tool 2: Visual Controls - Process Focus

1 4

2
3

10
Tool 2: Visual Controls - Outcome Focus

1
2

4 3

11
Tool 2: Visual Controls - Knowledge & Skills

3 12

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