Fueling the Transformation:

Leveraging Leader Standard Work

Nikola Cica

Director of Performance Excellence | Lean Master

Mount Carmel Health System

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Background• Nikola (Nik) Cica

• Lived in Columbus for 10+ years now.

• Director of Performance Excellence for Mount Carmel Health System, part of Trinity Health, 2.5 years

– Helping to create our own lean management system.

• Work for Honeywell Aerospace – 6 years, learned the Honeywell Operating System

• Work for Parker Hannifin – 12 years, both in Aerospace and Hydraulics, learned the Parker Lean System

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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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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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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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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 process6

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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Tier Accountability Meetings

ThermoFisher Scientific Tiered Metric Standup Meetings

https://www.youtube.com/watch?v=xjqOa-xwQD8

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What is a Standard?

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» “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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Why Standard Work for Leaders

Reality Check

» True or false: “Good” systems are self-sustaining, right?

» Why or why not?

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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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Leaders standard work should be layered

(developed) from the bottom up

Team LeadersMaintain production and

ensure operator standard work is followed

SupervisorsMonitor and support team leaders in their

ability to carry out their standard work

Value Stream ManagersMonitor and support supervisors in their

ability to carry out their standard work

ExecutivesTime on the floor to verify the chain of standard work is

upheld and production process is stable and improving

Why bottom up ??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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• 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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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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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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Lean Management SystemKey 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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http://www.dmannlean.com/

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Write this website down

go.osu.edu/COEsummitslides

• Go back to your organization and start practicing LSW

• Use this presentation, the next exercise and practice.

• Start with understand the needs of the front line and build up to you!

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Questions before we start the

SWL Exercise?

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Standard Work for Leaders (SWL)

SWL Template – Open your folder

Exercise Tool:

Example

Blank Template

Blank Template

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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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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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