Lean Management System
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What will drive Lean Management System is the “Why” more so than the “How”. The “Why” provides the clear strategic intent which will provide the fuel for Leader Standard Work. Standardizing your work provides opportunity to spread it within your organization and make it easier for customers to go deeper into your organization for knowledge sharing. This provides a flood of new ideas for innovation and co-creation opportunities. But even more importantly it secures a vendor-customer relationship or partnership that is difficult for others to replicate. There is a presentation on Slideshare utilizing this slide deck.
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Lean Management System
- 1. Service by Joe Dager, Business901 Lean DesignService EDCASDCA PDCA
- 3. 4 Principle Elements of a Lean Management System 1. Leader Standard Work 2. Visual Controls 3. Daily Accountability Process 4. Leadership Discipline
- 5. Creating a Lean Culture Tools to Sustain Lean Conversions by David Mann Lean Management System
- 7. 4 Benefits of Leader Standard Work 1. Translates vague Lean principles 2. Repeatable systems 3. Continuity of best practices 4. Enables average person to consistently deliver above average results
- 8. Consistently Deliver thru 1. Daily direction 2. Focus on process 3. Simple Step-by-Step routine.
- 9. Visual Controls 1. Represent lean's emphasis on process. 2. Timely maintenance of visuals provides physical evidence of leaders' discipline. 3. The visuals with their process data are brought to a standard, often daily accountability meeting. 4. Circularity is good, it is designed to be – represents a closed loop
- 10. Daily Accountability Process 1. Provides the steering wheel: Task assignments for which improvements will be worked on 2. Provides the throttle, or the due date and resources for the improvement task 3. Reinforce the lean management system's focus on process 4. Weekly accountability sessions can also be used.
- 11. Line of Sight Know what your Team Members are doing • Daily Standups • Weekly Tactical • Monthly Strategic • Quarterly Strategic
- 12. Not to Difficult 1. Leader Standard Work 2. Visual Controls 3. Daily Accountability Process 4. Leadership Discipline
- 13. Leader Standard Work checklists should be followed for large percentage of lean tasks. Time devoted to completing leader standard work 1. Team Leaders - 80% of their 2. Department Supervisors - 50% 3. Value Stream Managers - 25% 4. Executives - 10% Leader standard work should be consciously designed to allow discretionary time to do non-repetitive things like respond to problems, train people, and work on improvement tasks.
- 15. Lean Engagement Team Value Stream Manager Team Coordinator Actors Support Team Actors
- 16. This entire customer journey could be managed by one team or it could be passed to another team that manages only a portion.
- 17. One Team could manage multiple Customer Journeys
- 18. The Value Stream Manager (VSM) represents the product/service markets and the business. Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control points. The Actors and Support people are a cross-functional group whose number and expertise are derived from the customer journey. This Team does the actual sales, providing content, technical functions, trials, testing, etc. Overview: Actors
- 19. First consider the kind of team needed: • Creativity (EDCA) • Problem Resolution (PDCA) • Tactical execution (SDCA) The Actors/Support Teams Actors
- 21. Team Coordinator
- 27. http://leanmarketinglab.com • Over 130 Free eBooks • Regular Blog Posts • Free Tools • Discussion Groups • Podcast with Celebrated Authors, Industry Practitioners and Leading Thought Leaders Our Mission is to bring Continuous Improvement to Sales and Marketing.