These are the slides for the webinar held on August 22, 2017.

1. © 2015 The Karen Martin Group, Inc. 1

2. 2
www.ksmartin.com

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www.ksmartin.com/books
January 2018!

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Webinar Participants by Industry
Accounting
Advertising/Marketing/PR
Aerospace & Defense
Banking & Securities
Call Center Outsourcing
Consulting
Education
Energy, Chemical, Utilities
Financial Services - Other
Government - Federal
Government - State & Local
High Tech - Hardware
High Tech - ISP
High Tech - Other
Hospital, Clinic, Doctor Office
Hospitality, Travel, Tourism
Insurance
Manufacturing
Medical, Pharma, Biotech
Other
Real Estate
Retail
Software - Finance
Software - Healthcare
Software - Other
Telecommunications
Transportation & Distribution
Other
Government –
State & Local
Healthcare
Consulting
Manufacturing
Pharma &
Biotech Energy,
Chemical
Financial Services
Gov’t -Federal

5. © 2017 The Karen Martin Group, Inc. 5
Frequent Frontline Reactions to “Huddles”

6. STRATEGY & STRATEGY DEPLOYMENT
Where do we want to play and how are we going to get there?
Focus and leadership alignment is key; reduce task switching.
PROCESS & WORK ENVIRONMENT DESIGN
Strive for customer-defined value and waste elimination.
Strong emphasis on standard work and visual management.
DAILY MANAGEMENT
Managing to standard work and work standards.
Assure that every employee can be successful.
PROBLEM SOLVING & CONTINUOUS IMPROVEMENT
Disciplined approach that results in better and longer-lasting results.
The people who do the work are the experts.
LEAN MANAGEMENT SYSTEM
OVERVIEW
THINKING
SYSTEM
PROCESS & WORK
ENVIRONMENT
DESIGN
STRATEGY &
STRATEGY
DEPLOYMENT
PROBLEM SOLVING
& CONTINUOUS
IMPROVEMENT
DAILY
MANAGEMENT

7. © 2017 The Karen Martin Group, Inc. 7

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Management: Defined
To control or adjust a
process to a plan or
expectation.
To change the natural
course of a process to
achieve a desired
outcome.

9. Purpose of Daily Management Systems (DMS)
• Check regularly
• Solve problems regularly
• Support people in the process
• Engage everyone in the process
• Create a visual means to manage work
(and the work environment)
© 2017 The Karen Martin Group, Inc. 9

10. Manage processes,
not people
© 2016 The Karen Martin Group, Inc. 10

11. Achieving Consistent Performance: Standard Work
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Standard work is the
wedge that keeps us
from back-sliding
Improvement
Universal Law of Entropy
All systems need
continuous maintenance
to keep them operating
at their optimal levels

12. Standard Work for Everything
12

13. Daily Management System (DMS) Components
Area
Readiness
Performance
to KPIs
Problem
Solving
Quick Hits
Bigger Problems
Communication

14. Daily Management System (DMS) Components
Area
Readiness
Performance
to KPIs
Problem
Solving
Quick Hits
Bigger Problems
Communication

15. Strategy
Deployment
(Hoshin Kanri)
• Builds consensus around
TRUE NORTH
• Creates organization-wide
focus on solving what
matters most

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Sample Strategy Deployment Annual Plan
1
2
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Nurs Fac CEO Fin MDs WH Corp Proc Anc
1 Bob Dana 2 3 3 3 2 3 3 1 1 3
2 Bob Michael 1 3 1 1 3 3 1 1 1
3 Rose Tim 3
4 Rose Josh 2 3 3 2
5 Howard Michael 1 3 2 3 3
6 Howard Mike 2 2 3
7 Neall Joanne 3 1 1 2 3 3
8 Neall James 1 2 3 3 3
9 Jim Howard 2 2
10 Jim Mark 2 3 3 3
11 Susan Susan 3 1 3 3 2
12 Susan Deidre 3 2 2 2
X = Planned
2018 Strategy Deployment Priorities
FY 2018 Goals
4
3 Created:
Revised:
Level of Effort/Involvement Required
Problem to be Solved;
Initiative/Priority
Measurable Objectives
Executive
Owner
Board review dates:
Tactical
Owner
● = Actual
Logo

17. Corporate KPIs
© 2017 The Karen Martin Group, Inc. 17
3

18. Achieving Organizational Alignment:
KPIs are linked
© 2017 The Karen Martin Group, Inc. 18
Division Division Division
Organization
Dept. Dept Dept Dept Dept DeptDept Dept

19. Active Problem Solving to Close KPI Gaps

20. Daily Management System (DMS) Components
Area
Readiness
Performance
to KPIs
Problem
Solving
Quick Hits
Bigger Problems
Communication

21. © 2017 The Karen Martin Group, Inc. 21

22. Example DMS Board Structure: Phase 1
© 2017 The Karen Martin Group, Inc. 22
KPIsArea Readiness
Quick Hits
R/G Status Owner Action
Method
Equipment
Supplies
Staff
Information
Date Problem Owner Action Resolve by R/G
Other
OtherBigger Problems
Date Problem Owner Resolve by Status R/G
(KPI gap)

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Standard work is the
wedge that keeps us
from back-sliding
Improvement
Universal Law of Entropy
All systems need
continuous maintenance
to keep them operating
at their optimal levels
DMS Prevents Backsliding
DMS is the set of practices that
hold the standard in place

25. The DMS Mindset
25
From To
• Vague goals
• Reacting to chaos
• Problems are hidden
• Telling
• Gut feel
• Assuming the answers
• Blaming people
• Measurable objectives
• Managing to standards
• Problems are visible
• Coaching
• Fact-based
• Humility and curiosity
• Checking process

26. © 2017 The Karen Martin Group, Inc. 26

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From KPI-Based to Information Center: Level 2 Boards
Celebrations & Announcements
Ideas
In queue Doing Done
Production Targets
Time Goal Actual R/G Action
Project Tracking
Project Name 1 2 3 4 R/G Action

28. DMS “Rules” & Recommendations:
Huddle Management
• DAILY (except for very unusual circumstances)
• 10-15 mins max; start & end on time
• No problem solving in huddle
• Rotate facilitation
• Rotate attendance for areas that must have coverage
(and follow-up with those who didn’t attend; pics help!)
• Senior leaders should attend regularly
• Invite other departments to attend
© 2017 The Karen Martin Group, Inc. 28

29. DMS “Rules” & Recommendations:
Rolling Out
• Must have huddle standard work (with standard agenda)
• Boards should be somewhat standardized but allow for some
flexibility
• Boards must be visible (don’t hide them!)
• Create pull, not push; cannot be a leadership mandate
• Slow and steady: Roll out 1-2 areas at first; then 2-3 at a time
• Create three levels of boards: 1 (work area/dept); 2
(division/biz unit); 3 “corporate”
• Works far better with strategy deployment in place
© 2017 The Karen Martin Group, Inc. 29

30. Tricky Situations
© 2017 The Karen Martin Group, Inc. 30
DMS Obstacles Countermeasures
The “morning slam” • Two gatherings
• Area readiness in morning; rest of huddle in
afternoon
• Huddle midday; area readiness in afternoon
for following day
Shift work MUST huddle every shift!
Virtual teams iPad camera work; sending pics in advance;
cardboard cutouts! 
Other?
Other?

31. Questions or
comments?
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32. info@ksmartin.com
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January 2018!