Standard Work for the

Lean Engagement Team

Book

Coming Soon!

SDCAThe Collaborative Cycle of Sales and Marketing

EDCA PDCA SDCA

How important is Standard Work?

Standard Work puts the food on the table!

Please review Lean Marketing Canvas before preceding.

Successful Lean teams are iTeamsTeamwork is an individual not group skill

Individuals must take responsibility for…

• the quality and productivity of each team

• relationships they are part of

• individual accountability

• the larger, shared tasks or deliverables

Customer Experience will mimic your Employee Experience

• Know your team, design for personal & social needs

• Build fun/pleasure/satisfaction into activities

• Design cycles based on desired customer experience

• Embrace motivators like power, autonomy & belonging

• Clarity on What to do

• Commitment on When to do it

• Translation from Goals to Actions, the Why

• Enablement of the actions, How

• Accountability thru establishing the Who

• Line of sight on Where your circle of influence effects

Standard Work provides discipline thru

Standard Work in 1 word

Execution

Lean Engagement Team

Value Stream Manager

Team Coordinator

Sales Team

Marketing Communication

The Value Stream Manager (VSM) representsthe product/service markets and the business.

Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control points.

The Sales and Marketing Team (Team) is a cross-functional group whose number and expertise are derived from the decision-making path of the customer. This Team does the actual sales, providing content, technical functions, trials, testing, etc.

The Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control points.

Overview:

SALES EDCA/PDCA/SDCAThe SALES part of the framework is where the sales team gets its directions and coaching from the team coordinator and value stream manager. Within the actual cycles the sales team is empowered to make their own choices and determine their own direction to accomplish the goals of that cycle. One of the key considerations in developing a team is to determine the objective of the cycle. Is it primarily creativity, problem-resolution, or tactical execution?

SALES SDCASDCA documents the current best practice and provides the foundation for all continuous improvement. It provides the structure for daily accountability and the prescribed performance to a standard. Part of Standard Work is the visual forms that provide the line of sight between team members, teams, leaders and coordinators.

One of the key considerations in developing a team is to determine the objective of the cycle. In SDCA, we structure for tactical execution.

Do

CheckAct

Standard

Select the Team Goals of the Project

Empower the Team

Locate the people who will be on the team

Agree on the method

State the standard

We make knowledge explicit with a canvas.

Do

CheckAct

Standard

Select the Team Goals of the Project

Empower the Team

Locate the people who will be on the team

Agree on the method

State the standard

The SALES part of the framework is where the sales team gets its directions and coaching from the team coordinator and value stream manager.

S: State the standard

• Standard work is the best practice for a given process.

• Provide a routine for consistent delivery of work.

• Must be stated clearly.

• Provide a clear line of sight to the

• Value Stream Manager• Team Coordinator• Team Members

A: Agree on the method.

• Method you are going to use for the documentation of standard work.

• Provide necessary components of a reporting system that ensures the work is being done as expected.

• Use the practices you are currently doing

L: Locate the people who will be on the team.

• List the members of your team

• Including position and role they will play.

Name Position Role

E: Empower the Team

• Team is autonomous and completely responsible for the tasks within this stage

• Clarity is most critical factor for empowering a team

• Outline Meetings, Daily Stand-ups, Weekly Tactical, Monthly Strategic and others as needed

• Agree on Standard Work

S: Select the Team Goals of the Project

• Team fully understands the exact goals and outcomes expected for this particular cycle

• Team agrees to the exact goals and outcomes expected for this particular cycle

• Team accepts responsibilities of outcomes.

Within the actual cycle the sales team is empowered to make their own choices and determine their own direction to accomplish the goals of that cycle.

P: Standard

• Review the method.

• Document the actions needed and who will complete each action step.

• Clarify the resources needed for each action step.

• Decide on what constitutes variation and required action.

D: Do the plan

• Perform to the standard.

• Provide line of sight through Kanban Board, Task Board, Action Planner.

• Demonstrate work flow and problems encountered.

C: Check (Study) see if improvement was made

• Did the plan work?

• Collect and analyze data to demonstrate if standard was done.

• Determine what changes are needed for improvement.

A: Act (Adjust)

• Is the standard being completed?

• Has Customers’ needs been completed?

• If not, reconsider and continue improvement

• If it has can customer can be handed off to next stage/cycle, document steps taken.

- Start another PDCA cycle for the next phase of the project -

Example of Team Member Standard Work

Provides Line of Sight for Team at Daily Standup

Team Coordinator/Leader Standard Work

Line of Site for resources needed at weekly tactical

Can auto-populate or be completed by hand. Easily used as part of the task board in a War Room type environment. Virtual Teams can use something as simple as Google Documents or many other popular software packages.

Providing a visual, simple and easily access document is the key.

Value Stream Manager Standard Work

Line of Site for Goal review at Monthly Strategic

SDCA uses the 7 Basic Quality Tools• Cause-and-effect diagram (also called Ishikawa or fishbone chart): Identifies many

possible causes for an effect or problem and sorts ideas into useful categories.

• Check sheet: A structured, prepared form for collecting and analyzing data; a generic tool that can be adapted for a wide variety of purposes.

• Control charts: Graphs used to study how a process changes over time.

• Histogram: The most commonly used graph for showing frequency distributions, or how often each different value in a set of data occurs.

• Pareto chart: Shows on a bar graph which factors are more significant.

• Scatter diagram: Graphs pairs of numerical data, one variable on each axis, to look for a relationship.

• Stratification: A technique that separates data gathered from a variety of sources so that patterns can be seen (some lists replace “stratification” with “flowchart” or “run chart”).

Frame Problems as Opportunities

Always DRAW for

• Yourself

• Team

• Organization

• Customers

ResourcesBooks:The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated Making Ideas Happen: Overcoming the Obstacles Between Vision and RealityGet Clients Now!(TM): A 28-Day Marketing Program for Professionals, Consultants, and Coaches

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Available on Business901:• PDF – Instant Download

Lean Marketing House Trio

Marketing with Lean Program Series

1. Lean Marketing House Overview 2. Driving Market Share 3. Marketing with PDCA 4. Marketing with A3 5. Lean Engagement Team

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