Honda's Supplier Conf Front Line Supervisor Standardized Work
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This document discusses developing high performing supervisors through leader standard work. It emphasizes that supervisors impact operator performance and mindset, so their development is strategic. Leader standard work defines what leaders check, when, and how to ensure process control and identify abnormalities. Layers of leader standard work should be developed from operators to senior management. The skills taught include problem solving, visual management, accountability, and leading by example through coaching. With commitment to training and implementation, the results for developing supervisors through leader standard work can be outstanding.
Honda's Supplier Conf Front Line Supervisor Standardized Work
- 2. Tactical Operation Excellence – Shop Floor Respect for People Continuous Improvement Developing Problem Solving Skills Strategic Operation Excellence – Plant Leadership Team Hoshin – Pulling improvements thru each department Focus Alignment Gemba Walks Value Steam Mapping - Hoshin
- 3. Overview of a Lean Management System 1/5/2017 Cummins Confidential3 Management System Walking the Talk Daily Production System Develop a “Floor Management Development System” Lean Leadership Retrain Front Line Supervisors and Team Coordinators •Hoshin Kari •Value Stream Map Mgmt •Coaching and Teaching – Gemba Walks •Pulling / Hold the entire System accountable “Why” •Mini-Business •Daily Morning Meeting •Andon Board •One Pcs Flow •Leaders Standardized Work Knowledge •Knowledge of the Work •Knowledge of Responsibilities •Skills in Instruction •Skills in Leading •Skills in Improving Process
- 5. “Don’t blame people for problems created by the system.” — W. Edwards Deming
- 7. This is a story of one Supervisor and how Standardized Work Change his performance. What do we want LSW to be?
- 8. - To much time spent off of the floor, not helping T/C & using T/C time to review after the fact (which is a waste of my time.) - To many meetings by Supervisors again not helping me. - To many programs of the mth when will mgmt follow thru and help us to complete something. - Supervisors not even attending our team critical meetings, but we still have to waste our time attending -15 Vacation request not signed - Std Work Audits not being done by the Supervisor - No review of our A3’s for Why do we have you! What is your Responsibility???????
- 9. Our task is how do we help in Developing Supervisors – through Standardized Work. Make expectation or vision clearly understood Align front line Supervisor with the Plant Expectation Establish Metrics Start by making time for problem solving – with team members Provide ongoing feedback and coaching Force Self Reflection (Supervisor – great tool for developing future ) -Humble -Coach and Teacher What do we want LSW to be?
- 10. This is a wkly standardized work audit report Josiah, How do we get 100% audit completion rate? This is Josiah Boss Mason asking
- 11. The Supervisors Comments back. Sound Familiar Give me an extra hour in the day? No, I'm kidding... I understand what Walt is saying about this and I have since I first went through the training. I think the firefighting itself gets in the way most of the time, but I can't place all the blame on that even though it does happen frequently. I try to get the SW Audits completed before the 1:15pm break at the latest, but that's obviously not bullet-proof because I'll get called elsewhere and have to take care of a problem and do follow-up afterward. I'm a believer in peer accountability, and I think as we start implementing Standardized Work into our Mini-Businesses we should start talking about it with each other just as we do with the team coordinators and the operators we're observing during our audits. It needs to become part of our everyday routine and discussion so that it's more of a focus. Right now, it still feels like that thing in the back of my mind that I always "still need to get done." Joe on 6C does what he can to remind me if it's getting late in the day, but it needs to become a more emphasized part of our regular daily operations. I think it would help to "implement" it into our Production Meetings, Shift Notes, Shift Hand-Off, and everyday language or it'll continue to be incomplete. Other than that, the best thing I can think of is just setting a time for Standard Work Audits every day of production and sticking to that time slot. If you have any other suggestions, maybe we could discuss it in the next Shift Handoff tomorrow morning and just get all the BUM's together to talk about some ideas to improve this. I know it's extremely important and we need to come up with a process for it just like everything else.
- 12. Moving from Firefighter To Coach and teacher Our objective through LSW is to align Senior Mgmt to Operators by connecting front line Supervisors with a clear set of expectation and shared vision. We call this Alignment – Everybody should have the same picture – What is our shared Purpose. How do we create LSW?
- 13. Set the expectation •Problem Solver •Teacher / Coach •Data – Based decisions •Fairness / Accountability •Runs their Mini- Business like a business owner How do we create LSW? (First step 1)
- 14. Making time for Problem Solving. Start small - one thing at a time – review one small problems •Pareto – reoccurring problems - what is the source of the fires •Fix one problem for good •This will create more time
- 16. Every hour now the Supervisor walks the shop floor. Matching expectation with reality No Blame - just gathering data & Helping where necessary And now that they have good data. Helping the team in problems solvingHow do we create LSW? (Step 2) Never allow one bad hour to creep into the next hour if you can help it. If you can’t help it document every detail of the problem.
- 18. Any idea of what happen that last hour yesterday? I talked to all the coordinators about that this morning at 6:45, asked them how we lost 8-9 engines the last hour since we were up 5 at one point. They said they had a lot of gaps/weren't seeing a steady flow of engines. Mason said he thought damper torque faulted out at the end of the hour. So I didn't get a clear answer on that. Like you said, it's unacceptable and I should have been on that right away. Gaps in the line could affect that if issues were reported down the line toward the
- 24. 2. Identify and Quantify the biggest issues for action or problem solving 6. Feedback into the meeting the Cause and Countermeasure 3. Target the biggest losses and capture the Concern 5. Identify the Root Cause and a robust Countermeasure 4. Take the Concern out of the meeting and address with rigorous problem solving, where appropriate 7. Drive the progress of embedding the PDCA within the Morning meeting 8. Check back and clarify the impact on the results Action identified Responsibility & date allocated In progress Action complete StatusWhenOwnerAction for Transferring Best PracticeRaised By Key SuccessDate Key Successes 9. Recognise and celebrate Successes 1. Review Performance & daily TBWS Audits CMEP Mini-Business Daily morning meeting
- 25. Plant Senior Mgmt Plant Middle Mgmt Supervisors - Bums Operators Tactical A3’s Strategic A3’s By Involving People… We Empower People to Grow the Business NEW REALITY WITH CMEP Purpose of the Mini – Business is -Total Cross Functional Employee Involvement through Continuous Improvement Plant Team Coord.
- 26. Core Values of Mini- Business Implementation; Respect for People Continuous Improvement People Involvement – Problem Solving Skills are developed and honed at the Mini-Business level Focus & Alignment from Goal Tree to the floor – Putting the Customer first Plant Communication & Critical Information sharing Support team works with Shop Operations in Problem Solving Resources Alignment – Mini-Business Develops future leader Performance is understood – Customer & Supplier
- 27. What is Leader Standard Work Leader standard work defines what the leader will check, when it will be checked, and how it will be checked. It also defines how the leader will respond if there is a problem. – Looking for solid evidence of process control. – Are things going as planned? – Is anything abnormalities to the work cycles or flow of material? – Are quality checks being made as specified? 1/5/2017 Cummins Confidential27
- 28. Layers of Leader Standard Work Senior Management TeamLeaderAssociateSupervisorDirectorManager Takt Board Schedule Attainment Associate Standard Work Leader Standard Work Leader Standard Work A3 Problem Solving Leader Standard Work Leader Standard Work Leader Standard Work Lean Training Monitor and support supervisors in their ability to carry out their standard work Time on the floor to verify the chain of standard work is upheld and production process is stable and improving. 10% Maintain production and ensure standard work is followed Monitor and support team leaders in their ability to carry out their standard work Leaders standard work should be layered (developed) from the bottom up 25% 50% 70% 80% 95% Follow Standard Work Review performance trends Layers of LSW?
- 29. What is Leader Standard Work? Visual hourly & daily performance management system that is: Visual Timely Drives Action & Learning
- 30. Something to “go see” 2. Visual Controls Who, what, when to check Check that we checked and acted 3. Daily Accountability Process Lead by example •Leaders as teachers •Ask the 5 whys 4. Discipline 1. Leader Standard Work
- 31. Summary -Skills and behaviors of supervisors have a tremendous impact on performance and mindset of the operators -The decision to develop high performing supervisors is strategic, it will differentiate you from your competition -You should only make the investment if you are willing to commit, training by itself is a waste of time and money. But if you are the results are outstanding!!!!!
Editor's Notes
- #23: How the lack of clarity and focus adds millions of dollars of unnecessary labor expense and slows progress on all fronts; How you can gain a competitive edge by adopting the type of disciplined behaviors typically found in the military, sports, science, law enforcement, and the arts; Why you should stop worrying about employee satisfaction—and start concerning yourself with employee engagement; Why adopting various improvement approaches without building a foundation for success won’t solve your problems—and will likely create more chaos.
- #24: The yamazumi is a load chart that breaks down the individual work tasks, representing the time they take. If it is kept up, as kaizen is applied, the strips representing the tasks are updated (trimmed) so the timing is more or less accurate. This tool is best used in combination with a cross training chart that shows who can perform which tasks, as they are specified, in the time that is specified. If there is a need to re-balance the work - either because of a shift in the demand, or because kaizen has reduced the total cycle time, it is a simple matter to re-arrange the "chits" on the board to see who must do what. A quick check with the cross training chart reveals who must be taught which new tasks. This method meshes very well with TWI Job Instruction as a tool to create job elements and a tool to instruct people on the correct way. Ultimately it is a local tool - for the shop floor leaders to use.
- #26: 41