This document discusses leveraging leader standard work to fuel organizational transformation. It defines a lean management system and outlines four key elements: visual management, tier accountability boards, standard work for leaders, and discipline. Leader standard work involves establishing standards for repetitive tasks leaders perform regularly to support processes. It should make up 10-15% of executive time and more for other roles. Developing leader standard work from the bottom up ensures alignment. The document provides examples and discusses how to establish and implement leader standard work.

1. Fueling the Transformation:
Leveraging Leader Standard Work
Nikola Cica
Certified Lean Master
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2. Topics
• Lean Management System
• Job Design Exercise
• Four Elements of Lean Management
– Visual Management
– Tier Accountability Boards
– Standard Work For Leaders
– Discipline
• Workshop to build your SWL
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3. What is a Lean Management System?
• A management System is “our way” of managing and
running the business
• A LEAN Management System is focused more so on
Processes than Results
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4. Job Design - Exercise
• Answer the following for your job (5 min):
– Write them down individually, do not discuss with each other.
Discuss briefly when everyone is finished.
1. What is the purpose of your job?
….what are the principal expectations
2. What are your key goals and objectives?
….how do you measure your success
3. What do you do to achieve your goals and objectives?
4. Who do you need to cooperate with to achieve your
objectives?
….who do you need to work / communicate with
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5. Four Elements of
Leader Standard Work
1. Standard Work for Leaders (SWL)
• Standards enable
improvement
2. Visual Management
• Make problems visible
• Go see
3. Daily Accountability Process
• Stop and fix
• Everybody solves problems
4. Discipline
• Leaders as coaches
• Ask the 5 why’s
….engages colleagues that are in the process
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6. Visual Management
8–9 30 15 30 15 Training new work sequences
9–10 30 16 60 31 Operator #2 over takt time
10–11 25 18 85 47 Line change for new model (10 minutes)
11–12 30 23 115 70 Wrong parts delivered for new model (8 minutes)
12:30–1:30 30 27 145 97 Workers late returning from lunch (4 minutes)
1:30–2:30 30 27 175 124 Quality problem at press - line stop (5 minutes)
2:30–3:30 25 25 200 149 No significant problems
3:30–4:30 30 29 230 178 End-of-shift clean-up (2 minutes)
Hour
Cumulative
Comments / Downtime
Hourly
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7. Tier Accountability Meetings
ThermoFisher Scientific
Tiered Metric Standup Meetings
https://www.youtube.com/watch?v=xjqOa-xwQD8
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8. What is a Standard?
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9. » “Things” that should be done by leaders to
support a Management System
» Daily, Weekly, Monthly… Start with flip chart
and write things down.
» Usually defined as repetitive in nature,
consistent in method and maybe frequency,
processes that can be documented.
Standard WORK (for Leaders)
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10. Why Standard Work for
Leaders
Reality Check
» True or false: “Good” systems are self-
sustaining, right?
» Why or why not?
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11. Who Should Have Standard Work?
Role
% of Work (time) that should
be Standard
Executives 10-15%
Directors/Manager 25%
Support Department Managers 50%
Supervisors 50%
Team Leaders 80%
Colleagues 95+%
In a Lean Management System, EVERYONE!
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12. Leaders standard work should be layered
(developed) from the bottom up
Team Leaders
Maintain production and
ensure operator standard work is followed
Supervisors
Monitor and support team leaders in their
ability to carry out their standard work
Value Stream Managers
Monitor and support supervisors in their
ability to carry out their standard work
Executives
Time on the floor to verify the chain of standard work is
upheld and production process is stable and improving
Why bottom up ??
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13. SWL Example: Team Leader
Time
specific
actions
Non-Time
specific
actions
Tasks assigned
or received
today
Notes on daily
work and non-
standard tasks
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14. • Once Daily
▫ Shift to shift communication
▫ Monitor production start up
▫ Post KPI tracking sheets
▫ Lead KPI board meeting in
department
▫ Attend KPI board meeting in
value stream level
▫ Audit standard work for one
station
▫ Gemba walk with a Team
Leader
▫ Set next day’s plans
• Multiple Times Daily
▫ Walk through the
department
▫ Review visual boards and
take action as needed
▫ Coach Team Leaders as
needed
▫ Monitor stop and start times
Standard work for
Supervisors is roughly 50%
of their day. Other have is
strategic
SWL Example: Supervisor
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15. Something to “go see”
2. Visual Controls
Who, what, when to check
Check that we checked and acted
3. Tier Accountability Process
Lead by example
4. Discipline
1. Standard Work for Leaders
8–9 30 15 30 15 Training new work sequences
9–10 30 16 60 31 Operator #2 over takt time
10–11 25 18 85 47 Line change for new model (10 minutes)
11–12 30 23 115 70 Wrong parts delivered for new model (8 minutes)
12:30–1:30 30 27 145 97 Workers late returning from lunch (4 minutes)
1:30–2:30 30 27 175 124 Quality problem at press - line stop (5 minutes)
2:30–3:30 25 25 200 149 No significant problems
3:30–4:30 30 29 230 178 End-of-shift clean-up (2 minutes)
Hour
Cumulative
Comments / Downtime
Hourly
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16. Common Failures Modes
• LACK OF DISCIPLINE
• Confusing LSW with your Outlook Calendar
• SWL not being reviewed with your leader regularly
• SWL just focused on immediate tasks, not Dept./site
metrics
• “Check the Box” mentality!
• Not faithfully doing Gemba walks
• Not building capability of critical thinking in others.
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17. Lean Management System
Key Behaviors
• Coaching
• Effective Communication
• Leadership Impact (Set Direction/Lead/Model Behavior)
• Fosters Teamwork and Diversity
• Engagement
• Following/Improving Standard Work for Leaders (SWL)
• Champions Change
• Accountability and Ownership
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18. http://www.dmannlean.com/
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19. Questions
before we start the
SWL Exercise?
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20. Standard Work for Leaders (SWL)
SWL Template – Open your folder
Exercise Tool:
Example
Blank Template
Blank Template
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21. SWL Exercise (15 min)
• Group Exercise: Split into groups
• Answer the following questions for each position in the
group.
• What are the key focus behaviors?
• What goals need to have “red to green” focus?
• What are the key tools or method to improve?
• What are the key process indicators?
• What is the process for Cont. Improvement/Problem and Problem Solving?
• What are my communication plans?
• What are my plans to sustain the management system?
• What are your development plans goals?
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22. SWL Draft (15 min)
• Individual Exercise:
• Use information from you first 5 min exercise
• Use information from the SWL exercise – previous slide.
• Deliverable: Working SWL for each
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