5.7 Leader Standard Work

[Audio] PEPS Element 5.7 – Leader Standard Work In this section you will be introduced to the concept of Leader Standard Work. The presentation will start with an overview of its benefits, and then move into examples of Leader Standard Work for each functional management area..

[Audio] "To standardize work methods is the sum of all the good ways we have discovered up to present. It therefore becomes the standard. Today's standardization is the necessary foundation on which tomorrow's improvement will be based. If you think of standards as confining, then progress stops." — Henry Ford, Today and Tomorrow, 1926 Note: The reasoning and concept behind Leader Standard work reaches back almost 100 years..

[Audio] What are the core concepts of Leader Standard Work? Leader Standard Work starts with Identification and Documentation of Daily Critical Work Activities at all levels of the Enterprise, with different Leaders and Managers spending different amounts of time depending on their responsibilities. The completion of Leader Standard Work is then validated for Direct Reports through Layered Direct Observation and Reviewing of Standardized Documentation, and finally Visual Display of Completed Leader Standard Work for Tier 2 Review At its most basic level, Leader Standard Work is a Management Tool Used to Establish Process Consistency, Enable Process Improvement, and Prevent Improvement Regression over time. Examples: Team Leaders spend ~ 80% of their time on Standardized Audits Middle Managers spend ~ 50% of their time on Standardized Audits Site Leaders spend ~ 25% of their time on Standardized Audits.

[Audio] What are the primary benefits of Leader Standard Work? Drives Accountability Through Daily Evaluation of Business Critical Activities Drives Process Ownership, Responsibility, and Sustainment Ensures Agreement to the Process across the Enterprise Provides a Documented Platform for Problem Solving and Continuous Improvement Enables Process Changes to be Implemented Consistently, Effectively, and Sustainably across the Enterprise.

[Audio] The Role of Leader Standard Work: Think of a lean system as a house with a foundation, pillars, and a roof. If the system is not "tied together", it becomes weak even if one wall or pillar is strong. Standard work is the glue (or nails!) that hold the lean structure together and gives it the strength to maintain gains..

[Audio] Results of a Lack of Leader Standard Work: Operations without Leader Standard work often face recurring issues given there is no process to sustain success. Goals are not aligned, processes are inadequately coordinated, and a high level of team member frustration results from fighting the same battles day after day. Recurring Issues and Problems… Face the same issues Fight the same battles Caught in a never-ending cycle Creates frustration Progress stagnates Success is not sustained When efforts are disjointed and goals are not aligned results are compromised.

[Audio] New Paradigm: We cannot disappoint the Customer; we still need to obtain results, however, the amount of time spent "putting out fires" will be continually reduced more time will be spent on preventing fires: Training and setting expectations. Auditing. Improving the process. Demands a new set of behaviors documented by standard work But it doesn't have to be that way! With effectively implemented and maintained Leader Standard Work far more time will be spend preventing operational 'fires' as opposed to operational ' fire fighting'. This is accomplished through a continual focus on Training, Auditing, and Improving the Process..

[Audio] What are the Elements to creating effective Leader Standard Work? Identifies critical audits to be performed. Specifies when the audit should be completed. Reduces variation, increases consistency. Sustains the process. Highlights opportunities. Leads to new standard work - process improvement..

[Audio] Auditing Leader Standard Work – When the " Rubber Hits The Road": A critical element of Leader Standard Work is the auditing of Leader Standard Work in itself. Question: How do you know if everybody is following their LSW? Answer: It's a requirement that all Managers must review and sign-off on all of their direct reports LSW at the prescribed time interval. Daily for Line Managers – Weekly for Plant Managers Question: How do you know if everybody has been properly trained on LSW? Answer: It's a requirement that all Managers meet with one of their direct reports and review their LSW's audits and desired results a minimum of once a week. Question: How do you know if everybody's LSW is up-to-date and reflects the current issues that you are focusing on this month? Answer: It's a requirement that all Managers review their direct reports LSW, for content and audit frequency, and revise as needed once a month..

[Audio] Key Differences: Effective Leader Standard Work starts on the shop floor and consists of overlapping levels of process auditing layered across all levels of the enterprise. Since the Value Added work is done on the shop floor, Leader Standard Work must start there. Each level must support and overlap the level below it such as shingles on a roof..

[Audio] Overlap of Leader Standard Work: Overlap is Critical because it: Provides consistency and alignment. Establishes an audit mechanism. Identifies improvement opportunities. Provides training/coaching opportunities. Provides visibility to all employees . Together, we walk the talk..

[Audio] The example of Layered Leader Standard Work: The 1st layer of a process audit might be a Supervisor auditing the production lines' critical documentation for completeness and adherence to standards every 2 hours. As a 2nd level, the Unit Manager might then audit that same documentation once per day. Finally for the 3rd level, the Plant Manager would audit the documentation twice per week..

[Audio] Mistakes made in the past are lesson's learned: Many years ago, it was misunderstood that Leader Standard Work was to be primarily Task based and should list everything you did during the day. This led to a lot of busy work filling Leader Standard Work that added little or no value to the Layered Auditing process. It in-turn discouraged users of Leader Standard Work from doing a good job at filling in their observations (what they are seeing on the floor, "the good, the bad , and the ugly" ). Observations became: "Check", " Done", " N/A". Accordingly, Leader Standard Work needs to be Audit based and then focus on your observations. Those are your improvement opportunities.

[Audio] As mentioned before, the percentage of work time and tasks that will be associated with Leader Standard Work will be dependent on the team member's role, with a decreased amount of time required at the higher levels of the organization. For example: Plant Managers percent of work time that should be standard is 25 percent. Unit Managers 50 percent. Supervisors/ Team Leads 80 percent..

[Audio] What are the steps to developing effective Leader Standard Work? Follow the roadmap depicted in this slide, making certain to start with the shop floor Line Operators and work your way up the organization. A Step-by-Step Roadmap to Creating Leader Standard Work: Download the standard Boiler-plate Templates from Microsoft Teams. Use the 80/20 rule. The boiler-plate items are a must-have which should represent 80% of the required leader standard work. Add the additional 20% of critical audits to your LSW based on plant-specific requirements, such as Regulatory requirements. Start with understanding what Line Operators are required to do to keep production running. Start on the shop floor and work your way up. Create your Supervisor/ Team Leader standard work, based on the requirements of the Line Operators. Create your Plant Manager leader standard work, based on the requirement of the Supervisor/Team Leads. Create your Plant Manager's leader standard work, based on the requirements of the Plant Manager/Unit Manager's Create your Support Teams leader standard work based on the requirements of the direct reports..

[Audio] Leader Standard Work is warranted and important to sustain success across all levels of the organization. Key Positions that Require Leader standard work: Operations Directors. Plant Managers. Operations Managers. Supervisors. Team Leads. Tech Managers. Supervisors. HR Managers. EHS Managers and Training Coordinators..

[Audio] This is an example of task, time, and formatting on a Leader Standard Work document..

[Audio] These are the required Leader Standard Work components for a Plant Manager: Daily Sign-off on their direct reports LSW for completeness. Weekly Audit of one of their direct reports leader standard work for accuracy. Weekly Safety Gemba per standard work. Weekly - Walk the Lines and audit Hr. x Hr. sheets/EOL per standard work. Weekly Staffing Reviews. A3 Reviews. Monthly Review of their direct reports LSW for relevancy. Monthly Tier one Meeting Audit per Standard Work on all shifts. Monthly Tier two Meeting Audit per standard work..

[Audio] These are the required Leader Standard Work components for a unit or department manager: Daily Weekday's Tier two meeting per standard work. Daily Sign-off on their direct reports leader standard work for completeness. Weekly Audit of one of their direct reports leader standard work for accuracy. Weekly Safety Gemba per standard work. Walk the Lines and audit Hour to hour boards or sheets per standard work. Weekly Tier one Meeting Audit per standard work on all shifts. Weekly Staffing Reviews. A3 Reviews. Monthly Review of their direct reports leader standard work for relevancy..