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Leader Standard of Work: Daily Personalized Performance & Accountability Tool

Heidi Miksanek Senior Systems Engineer Department of Laboratory Medicine and Pathology Mayo Clinic, Rochester, Minnesota

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Disclosures Relevant Financial Relationship(s):

Nothing to Disclose

Off Label Usage: Nothing to Disclose

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Me & my BFF Cindy

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V2 and 3 Good Things V2 = VISION x VALUES 1. Toast 2. Raisin toast 3. Cinnamon toast

National Toast Day! Last Thursday in February

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Objectives • Describe a Leader’s Work • Describe a Lean Management System (LMS) • Describe Leader Standard Work (LSW) • Prepare Leaders to adopt a LMS mind-set by using LSW to

achieve performance excellence and engage every employee, everyday

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A Leader’s Work • Manages time

• Manages expenses • Manages and establishes the culture

• The sum of people’s habits related to how they get their work done

• A result of its management system • Fear & failure • Engagement & excellence

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Expenses • Supplies

• Too much, too little • Over processing or production waste

• QC • Validation/verification • Repeats

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RECOGNITION

Expenses • People

• Hire • Train • Coach • Develop • Mediate • Discipline • Fire • Replace (Hire)

Hire - Promote

Train

Coach

Develop

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3 Good Things ….great leaders need to do well to manage their work

• Listen • Think • React

• Yes, this order matters

• Time to listen • Time to think • Time to react • KEY: When, where, and how to

• Listen • Think • React

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Managing Traffic

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Tools for Managing Expenses

Supplies People Barcodes Performance appraisal ParEx system Staffing-to-workload model/template Kanban system Timekeeping system Check lists Recognition program Calendar reminders Calendar - Scheduled 1:1 meetings Email Email

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Lean Management System (LMS) • A system is an organized collection of parts that are highly

integrated to accomplish an overall goal

Communication Listen, think, react

Visual Management “Go & See”

Problem-solving An army problem-solvers

Performance Excellence

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Operational Definitions • System

• an organized collection of parts that are highly integrated to accomplish an overall goal

• any formulated, regular, or special method or plan of procedure

• Standard • a rule or principle that is used as a basis for judgment

• Tool • an implement, especially one held in the hand, as a hammer, saw, or file, for

performing or facilitating mechanical operations (i.e. an SOP, a performance or huddle board, LSW –a checklist)

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LSW is more that just a “tool” • Leader Standard Work (LSW)

• A checklist as a basis to follow a process • Listen, think, and react before making a decision, a judgement, or to

ask a question

Timely Visual Drives development &

improvement

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It’s about how you use the checklist • Listen

• Eyes, ears, mind, heart • Think

• Does this require an immediate decision? • Is this a time to let them shine?

• React • Ask questions • Coach • Recognize

It’s about making connections. Go Cubs!

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Why LSW? It’s about staying connected. Leader Standard Work is often the

“missing link”

Ability to sustain improvements

Continuous improvement ability

Leader Standard Work

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LSW Time-sensitive Questions • SAFETY:

• What were the safety risks yesterday? Are there any today?

• SUPPLIES/EQUIPMENT: • What are the issues that may impact our work today?

• PEOPLE: • What is the plan for today? • What PDSA projects are you working on today? • Who can be recognized for yesterday’s extra effort? • What cost-saving ideas can be worked on today?

• QUALITY/METRICS: • What were the volumes yesterday? • What has been the volume trend this week? • Were there repeats or rework yesterday and if yes, why?

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LSW, one more time

CHECKING • A performance check in the workplace • Process-dependent • A systematic approach to surfacing

opportunities for improvement

TYPES OF CHECKS • Spot check of metrics and performance • Supplies • People

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Lean Management System Elements Develop & Improve

1. Leader Standard Work (LSW)

• Self-discipline & accountability • Model values & behaviors • Coach & develop others

2. Accountability Process The Daily Huddle

• “Go & See” Gemba Walk • Focus on measures that matter most

3. Visual controls

• Make the work visible • Performance & huddle boards

4. Discipline Leaders follow and follow-up on others’ adherence to the processes that make up the above 3 elements.

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10 Principles of a Lean Management

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Summary of 10 Principles of a LMS Guiding Principles

1.Create value for the customer

2. Create constancy of purpose 3. Think Systemically

4. Focus on process 5. Embrace scientific thinking 6. Flow & Pull value 7. Assure quality at the source 8. Seek perfection

9. Lead with humility 10. Respect every individual

Supporting Principles Measure what matters Align behaviors with performance Identify cause & effect relationships

See reality Focus on long term Align systems Align strategy

Stabilize & standardize processes Rely on data Insist on direct observation Focus on value stream Keep it simple and visual Identify & eliminate waste Integrate improvement with work

Nurture long-term relationships Empower & involve everyone Develop people Assure a safe environment

Results

Alignment

People

Process

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Summary of LMS Behaviors Guiding Principles

1.Create value for the customer

2. Create constancy of purpose 3. Think Systemically

4. Focus on process 5. Embrace scientific thinking 6. Flow & Pull value 7. Assure quality at the source 8. Seek perfection

9. Lead with humility 10. Respect every individual

Leader Behaviors Do internal and external stakeholders/customers view me as

responsive and delivering value quickly enough?

Would the team agree that I clearly communicate and prioritize strategic goals and priorities?

Do others perceive me and being committed to continuous improvement processes via leveraging rapid cycle reviews/pilots?

Do other see me as a strong data-driven story teller?

Would my supervisor and direct reports see me as a contributing team member who allows others to shine?

Results

Alignment

People

Process

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LSW connects work to the next level

Front Line Employee Performs Standard Work

Management System

Team Lead Assistant Manager

Manager Operations Manager

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You have to go slow to go fast • 10,000 hours • LSW takes time

One of my sons, Luke 1996 & 2016

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Heidi’s “Essential” COVID-19 Slide • LSW and COVID • Same time, same channel, different

questions • Well-established “Go & See”

behavior maintains connections • Enables leader to stay calm and

keep things in perspective • One day at a time

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A lab is a really great place and it’s the people that make the

Mission possible.

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Thank You

Daily Team Huddles

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QUESTIONS & DISCUSSION

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Next Upcoming Webinar

What’s New in Quality & Regulatory Expectations for Laboratories?

Shannon Bennett & Jennifer Nosbisch

December 9, 2020 11am-12pm CT