262017

1

Starting Lean with a Blank Slate kick starting a stalled implementation or accelerating an ongoing one

Sam Wagner

Employee-Owner Director of Glenwood Manufacturing

FAST Global Solutions

samwagner59gmailcom

1

2

262017

2

3

A little bit about mehellip

bull Married with three children (all married) and one grandson

bull Wife Cindy presented at TWI Summit in 2013 Now is Coach of Teacher Coaches

bull Started career in aerospace ndash General Dynamics Space Systems Division

bull rocket scientisthellip

bull Held several engineering and managementexecutive positions in contract

manufacturing and OEM companies

bull TWI certified trainer in Job Methods and in Visual Workplace

bull Presented at several TWI Summits

bull Current position 3 plants and corporate training and CI

bull Proud to be a TWI zealot

4

The Drone Shot

262017

3

Objectives

Practitioners often say the hardest part of Lean implementation

ishellip to sustain it

Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a

Lean initiative

2 Understand how to integrate TWI into each of these elements

3 Begin to understand some next steps to improve your Lean implementation

5

What would you like from our time together

today (Turn and Talk then shout out)

6

262017

4

7

Founded in 1979 as Watkins Aircraft Support Products (WASP) in Alexandria MN

Agricultural Equipment Business Segment

8

WASP acquired FAST Manufacturing producer of fertilizers amp sprayers in 2015 WASP

needed manufacturing capacity and agriculture was slow so it seemed a good fit

Combined WASP and FAST Manufacturing became the new ldquoFAST Global Solutionsrdquo

bull 700+ employees in 3 states

bull 500000+ square feet of

manufacturing space

bull $140MM in revenues (2016)

262017

5

FAST Global Solutions Headquarters

Founder Jim Watkins

moved WASP 25 miles to

Glenwood MN in 1982

Midway between

MinneapolisSt Paul and

Fargo ND just 15 miles south

of Alexandria

We are a county seat and

have the only stop light in

Pope County

Population - 2500

Luggage Belt Loader

Moves Luggage from the Luggage Cart up to the

Fuselage of the Plane

FAST Global Solutions

Watkins Aircraft Support Products (WASP) focused on non-powered Ground Support Equipment

262017

6

Business Segment Expansion

11

By 1985 WASP added

package handling

equipment such as

multistage conveyor

systems to load and unload

trucks carrying small

packages The growth of

on-line ordering and related

package delivery has

driven significant growth of

this business segment

Air Cargo Container Dolly ndash

Turntable Roller Version

In 1997 Jim Watkins sold WASP to

the employees after growing it to

$20MM in sales with four

manufacturing facilities in two

states

Revenues have grown to

$41MM in 2010

$66MM in 2013 and

$140MM in 2016 with a goal of

$300MM by 2020

FAST Global Solutions

262017

7

Some Customers You May Have Heard Ofhellip

In 2011 WASP won a

contract to build the trailer

that carries missiles

including nuclear ones for

the United States Air Force

At this point WASP tried

Lean for the first time using

an outside consultanthellip and

it worked Output per

person improved significantly

Another Business Segment Expansion

hellip until the contract was overhellip

hellipand then so was Lean at WASPhellip

262017

2

3

A little bit about mehellip

bull Married with three children (all married) and one grandson

bull Wife Cindy presented at TWI Summit in 2013 Now is Coach of Teacher Coaches

bull Started career in aerospace ndash General Dynamics Space Systems Division

bull rocket scientisthellip

bull Held several engineering and managementexecutive positions in contract

manufacturing and OEM companies

bull TWI certified trainer in Job Methods and in Visual Workplace

bull Presented at several TWI Summits

bull Current position 3 plants and corporate training and CI

bull Proud to be a TWI zealot

4

The Drone Shot

262017

3

Objectives

Practitioners often say the hardest part of Lean implementation

ishellip to sustain it

Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a

Lean initiative

2 Understand how to integrate TWI into each of these elements

3 Begin to understand some next steps to improve your Lean implementation

5

What would you like from our time together

today (Turn and Talk then shout out)

6

262017

4

7

Founded in 1979 as Watkins Aircraft Support Products (WASP) in Alexandria MN

Agricultural Equipment Business Segment

8

WASP acquired FAST Manufacturing producer of fertilizers amp sprayers in 2015 WASP

needed manufacturing capacity and agriculture was slow so it seemed a good fit

Combined WASP and FAST Manufacturing became the new ldquoFAST Global Solutionsrdquo

bull 700+ employees in 3 states

bull 500000+ square feet of

manufacturing space

bull $140MM in revenues (2016)

262017

5

FAST Global Solutions Headquarters

Founder Jim Watkins

moved WASP 25 miles to

Glenwood MN in 1982

Midway between

MinneapolisSt Paul and

Fargo ND just 15 miles south

of Alexandria

We are a county seat and

have the only stop light in

Pope County

Population - 2500

Luggage Belt Loader

Moves Luggage from the Luggage Cart up to the

Fuselage of the Plane

FAST Global Solutions

Watkins Aircraft Support Products (WASP) focused on non-powered Ground Support Equipment

262017

6

Business Segment Expansion

11

By 1985 WASP added

package handling

equipment such as

multistage conveyor

systems to load and unload

trucks carrying small

packages The growth of

on-line ordering and related

package delivery has

driven significant growth of

this business segment

Air Cargo Container Dolly ndash

Turntable Roller Version

In 1997 Jim Watkins sold WASP to

the employees after growing it to

$20MM in sales with four

manufacturing facilities in two

states

Revenues have grown to

$41MM in 2010

$66MM in 2013 and

$140MM in 2016 with a goal of

$300MM by 2020

FAST Global Solutions

262017

7

Some Customers You May Have Heard Ofhellip

In 2011 WASP won a

contract to build the trailer

that carries missiles

including nuclear ones for

the United States Air Force

At this point WASP tried

Lean for the first time using

an outside consultanthellip and

it worked Output per

person improved significantly

Another Business Segment Expansion

hellip until the contract was overhellip

hellipand then so was Lean at WASPhellip

262017

3

Objectives

Practitioners often say the hardest part of Lean implementation

ishellip to sustain it

Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a

Lean initiative

2 Understand how to integrate TWI into each of these elements

3 Begin to understand some next steps to improve your Lean implementation

5

What would you like from our time together

today (Turn and Talk then shout out)

6

262017

4

7

Founded in 1979 as Watkins Aircraft Support Products (WASP) in Alexandria MN

Agricultural Equipment Business Segment

8

WASP acquired FAST Manufacturing producer of fertilizers amp sprayers in 2015 WASP

needed manufacturing capacity and agriculture was slow so it seemed a good fit

Combined WASP and FAST Manufacturing became the new ldquoFAST Global Solutionsrdquo

bull 700+ employees in 3 states

bull 500000+ square feet of

manufacturing space

bull $140MM in revenues (2016)

262017

5

FAST Global Solutions Headquarters

Founder Jim Watkins

moved WASP 25 miles to

Glenwood MN in 1982

Midway between

MinneapolisSt Paul and

Fargo ND just 15 miles south

of Alexandria

We are a county seat and

have the only stop light in

Pope County

Population - 2500

Luggage Belt Loader

Moves Luggage from the Luggage Cart up to the

Fuselage of the Plane

FAST Global Solutions

Watkins Aircraft Support Products (WASP) focused on non-powered Ground Support Equipment

262017

6

Business Segment Expansion

11

By 1985 WASP added

package handling

equipment such as

multistage conveyor

systems to load and unload

trucks carrying small

packages The growth of

on-line ordering and related

package delivery has

driven significant growth of

this business segment

Air Cargo Container Dolly ndash

Turntable Roller Version

In 1997 Jim Watkins sold WASP to

the employees after growing it to

$20MM in sales with four

manufacturing facilities in two

states

Revenues have grown to

$41MM in 2010

$66MM in 2013 and

$140MM in 2016 with a goal of

$300MM by 2020

FAST Global Solutions

262017

7

Some Customers You May Have Heard Ofhellip

In 2011 WASP won a

contract to build the trailer

that carries missiles

including nuclear ones for

the United States Air Force

At this point WASP tried

Lean for the first time using

an outside consultanthellip and

it worked Output per

person improved significantly

Another Business Segment Expansion

hellip until the contract was overhellip

hellipand then so was Lean at WASPhellip

262017

4

7

Founded in 1979 as Watkins Aircraft Support Products (WASP) in Alexandria MN

Agricultural Equipment Business Segment

8

WASP acquired FAST Manufacturing producer of fertilizers amp sprayers in 2015 WASP

needed manufacturing capacity and agriculture was slow so it seemed a good fit

Combined WASP and FAST Manufacturing became the new ldquoFAST Global Solutionsrdquo

bull 700+ employees in 3 states

bull 500000+ square feet of

manufacturing space

bull $140MM in revenues (2016)

262017

5

FAST Global Solutions Headquarters

Founder Jim Watkins

moved WASP 25 miles to

Glenwood MN in 1982

Midway between

MinneapolisSt Paul and

Fargo ND just 15 miles south

of Alexandria

We are a county seat and

have the only stop light in

Pope County

Population - 2500

Luggage Belt Loader

Moves Luggage from the Luggage Cart up to the

Fuselage of the Plane

FAST Global Solutions

Watkins Aircraft Support Products (WASP) focused on non-powered Ground Support Equipment

262017

6

Business Segment Expansion

11

By 1985 WASP added

package handling

equipment such as

multistage conveyor

systems to load and unload

trucks carrying small

packages The growth of

on-line ordering and related

package delivery has

driven significant growth of

this business segment

Air Cargo Container Dolly ndash

Turntable Roller Version

In 1997 Jim Watkins sold WASP to

the employees after growing it to

$20MM in sales with four

manufacturing facilities in two

states

Revenues have grown to

$41MM in 2010

$66MM in 2013 and

$140MM in 2016 with a goal of

$300MM by 2020

FAST Global Solutions

262017

7

Some Customers You May Have Heard Ofhellip

In 2011 WASP won a

contract to build the trailer

that carries missiles

including nuclear ones for

the United States Air Force

At this point WASP tried

Lean for the first time using

an outside consultanthellip and

it worked Output per

person improved significantly

Another Business Segment Expansion

hellip until the contract was overhellip

hellipand then so was Lean at WASPhellip

262017

5

FAST Global Solutions Headquarters

Founder Jim Watkins

moved WASP 25 miles to

Glenwood MN in 1982

Midway between

MinneapolisSt Paul and

Fargo ND just 15 miles south

of Alexandria

We are a county seat and

have the only stop light in

Pope County

Population - 2500

Luggage Belt Loader

Moves Luggage from the Luggage Cart up to the

Fuselage of the Plane

FAST Global Solutions

Watkins Aircraft Support Products (WASP) focused on non-powered Ground Support Equipment

262017

6

Business Segment Expansion

11

By 1985 WASP added

package handling

equipment such as

multistage conveyor

systems to load and unload

trucks carrying small

packages The growth of

on-line ordering and related

package delivery has

driven significant growth of

this business segment

Air Cargo Container Dolly ndash

Turntable Roller Version

In 1997 Jim Watkins sold WASP to

the employees after growing it to

$20MM in sales with four

manufacturing facilities in two

states

Revenues have grown to

$41MM in 2010

$66MM in 2013 and

$140MM in 2016 with a goal of

$300MM by 2020

FAST Global Solutions

262017

7

Some Customers You May Have Heard Ofhellip

In 2011 WASP won a

contract to build the trailer

that carries missiles

including nuclear ones for

the United States Air Force

At this point WASP tried

Lean for the first time using

an outside consultanthellip and

it worked Output per

person improved significantly

Another Business Segment Expansion

hellip until the contract was overhellip

hellipand then so was Lean at WASPhellip

262017

6

Business Segment Expansion

11

By 1985 WASP added

package handling

equipment such as

multistage conveyor

systems to load and unload

trucks carrying small

packages The growth of

on-line ordering and related

package delivery has

driven significant growth of

this business segment

Air Cargo Container Dolly ndash

Turntable Roller Version

In 1997 Jim Watkins sold WASP to

the employees after growing it to

$20MM in sales with four

manufacturing facilities in two

states

Revenues have grown to

$41MM in 2010

$66MM in 2013 and

$140MM in 2016 with a goal of

$300MM by 2020

FAST Global Solutions

262017

7

Some Customers You May Have Heard Ofhellip

In 2011 WASP won a

contract to build the trailer

that carries missiles

including nuclear ones for

the United States Air Force

At this point WASP tried

Lean for the first time using

an outside consultanthellip and

it worked Output per

person improved significantly

Another Business Segment Expansion

hellip until the contract was overhellip

hellipand then so was Lean at WASPhellip

262017

7

Some Customers You May Have Heard Ofhellip

In 2011 WASP won a

contract to build the trailer

that carries missiles

including nuclear ones for

the United States Air Force

At this point WASP tried

Lean for the first time using

an outside consultanthellip and

it worked Output per

person improved significantly

Another Business Segment Expansion

hellip until the contract was overhellip

hellipand then so was Lean at WASPhellip

262017

8

Air Cargo Container

Dolly ndash Caster Version

Remnants of Lean A Clean Slate

Fall 2013 remnants of Lean at WASP

bull Weekly Production and Daily

ForemanLead meetings

bull A few 7 Wastes amp Kanban Rules posters

bull Many angry associates (from 5S trash)

bull Two former ldquoEfficiency Coordinatorsrdquo who

had already escaped into other roles

bull One bruised and beaten Efficiency

Coordinator focused on time studies

bull One new Efficiency Coordinator angry

Essentially a Clean Slate ndash maybe worse

Where Do We Begin

16

ldquoBegin with the end in mindrdquo Stephen Covey

262017

9

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

To What End

1 ndash Lean that can be sustained

2 ndash Unsustained Lean now forgotten

3 ndash Initiate the Elements needed to

sustain Lean

4 ndash Letrsquos see if anyone else has

conducted some

experiments

(research)hellip

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

To What End ndash Apply to your business situation

1 ndash

2 ndash

3 ndash

4 ndash

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

9

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

To What End

1 ndash Lean that can be sustained

2 ndash Unsustained Lean now forgotten

3 ndash Initiate the Elements needed to

sustain Lean

4 ndash Letrsquos see if anyone else has

conducted some

experiments

(research)hellip

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

To What End ndash Apply to your business situation

1 ndash

2 ndash

3 ndash

4 ndash

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

10

FAST Production Management

1 Leader Standard Work

2 Visual Controls

3 Daily Accountability Process

4 Leadership Discipline

19

Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24

Elements

1 ndash Leader Standard Work

2 ndash Visual Controls

3 ndash Daily Accountability

4 ndash Leadership Discipline

Elements Needed to Sustain Lean

Current Situation

Never heard of it

Despise 5S

ProdLead Mtgs

Firefighting

Next Step

Introduce it

Re-roll out 5S

Operator

involvement

RCA

262017

11

Elements

1 ndash Leader Standard Work

2 ndash Visual Controls

3 ndash Daily Accountability

4 ndash Leadership Discipline

Elements to Sustain Lean ndash Your situation

Current Situation Next Step

httpwwwonline-stopwatchcomcountdown-clockfull-screen

15

Apparent Certainty

Threshold of Knowledge

Ref Mike Rother

ldquoFind out what the person

already knowsrdquo

Where to start

262017

11

Elements

1 ndash Leader Standard Work

2 ndash Visual Controls

3 ndash Daily Accountability

4 ndash Leadership Discipline

Elements to Sustain Lean ndash Your situation

Current Situation Next Step

httpwwwonline-stopwatchcomcountdown-clockfull-screen

15

Apparent Certainty

Threshold of Knowledge

Ref Mike Rother

ldquoFind out what the person

already knowsrdquo

Where to start

262017

12

90rsquo Container Sorting

Platform

Where should we start

Current

Never heard of it

Despise 5S

ProdLead Mtgs

Firefighting

Elements

1 ndash Leader Standard Work

2 ndash Visual Controls

3 ndash Daily Accountability

4 ndash Leadership Discipline

Next Step

Introduce it

Re-roll out 5S

Operator

involvement

RCA

httpwwwonline-stopwatchcomcountdown-clockfull-screen

Tier Management

Tier 1 Front Line Teams

Tier 2

Tier 3

Exec Managers Meeting

Production Meeting

Lead Meeting

Daily Huddle

262017

13

Daily Huddles Every Shift Every Area of every Building

bull Build pride through setting standards and meeting goals

bull Take action to remove roadblocks barriers and inhibitors to meeting our goals

bull Develop people ndash leadership and problem solving

Tier 2

Tier Management ndash Your situation

Tier 1 Front Line Teams

Tier 2

Tier 3

Exec Managers Meeting

Production Meeting

Lead Meeting

Daily Huddle

How effective is your Tiered Management System in strategy deployment and problem escalation (and problem solving)

What is your next step What obstacles might you encounter

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

14

Now Begin TWI Training

bull Brought in Master Trainer from TWI Institute

bull Trained all Foremen and Leads in Job Instruction

bull Began developing Job Breakdowns

bull But Leads didnrsquot deliver the training ndash too busy

bull Didnrsquot see effective training as solution to their problems

bull Waited for issue that was clearly a training problem

bull Used JI-trained Continuous Improvement Coordinator to work with Leads and

operators to develop job breakdown and deliver training to all operators andhellip

bull Success No breakdowns ndash

bull Underlying issue still there (except for NEW Leads who werenrsquot as familiar with

how things were done they could find time and saw it as a solution)

27

Hmmmhellip

Ironworker breakdowns

Problem no breakdowns meant problem was

gone forgottenhellip and solution (JI) was also forgotten hellipwithin weeks

FAST Production Management

1 Leader Standard Work

2 Visual Controls

3 Daily Accountability Process

4 Leadership Discipline

28

Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24

262017

15

Visual Controls Visual Management

bull 5S

bull Visual Workplace Devices

bull Visual Displays

bull Mistake Proofing

29

Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied

5S Training Results

Yikes ndash wait for me

After successful rollout

how to sustain

30

Audits

1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip

Peer Audits

262017

16

Next Steps in Visual Work That Makes Sense

31

Visual Displays

Smart Placement with Automatic Recoil

14 Principles

Visual Controls Visual Management ndash Yours

bull 5S

bull Visual Workplace Devices

bull Visual Displays

bull Mistake Proofing

32

How effective is your Visual Control System

What is your next step What obstacles might you encounter

30

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

15

Visual Controls Visual Management

bull 5S

bull Visual Workplace Devices

bull Visual Displays

bull Mistake Proofing

29

Successful rollout depends on successful training = TWIJI thinking bull Short hands-on training what-how-why immediately applied

5S Training Results

Yikes ndash wait for me

After successful rollout

how to sustain

30

Audits

1 Post on Huddle Board 2 Add as check on Leader Standard Workhellip If we had thathellip

Peer Audits

262017

16

Next Steps in Visual Work That Makes Sense

31

Visual Displays

Smart Placement with Automatic Recoil

14 Principles

Visual Controls Visual Management ndash Yours

bull 5S

bull Visual Workplace Devices

bull Visual Displays

bull Mistake Proofing

32

How effective is your Visual Control System

What is your next step What obstacles might you encounter

30

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

16

Next Steps in Visual Work That Makes Sense

31

Visual Displays

Smart Placement with Automatic Recoil

14 Principles

Visual Controls Visual Management ndash Yours

bull 5S

bull Visual Workplace Devices

bull Visual Displays

bull Mistake Proofing

32

How effective is your Visual Control System

What is your next step What obstacles might you encounter

30

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

17

FAST Production Management

1 Leader Standard Work

2 Visual Controls

3 Daily Accountability Process

4 Leadership Discipline

33

Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24

Leader Standard Work

bull ldquoStandard work for Leaders the engine of Lean

management is the highest leverage tool in the Lean

Management systemrdquo p51

bull ldquoA Lean management system allows you to capture

further process misses (with visual controls) convert

them to improvements (in the accountability process)

and sustain the new gains (by updated leader standard

work)rdquo p 64

34

1 What needs to be done to keep the business running

bull Are processes running as designed

2 What needs to be improved in the business

bull Are processes being improved

262017

18

Leader Standard Work

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it donrsquot even have standard

work for operators existing coaching is poor at best

3 ndash Next Target Use it and see the benefits of using it

4 ndash Experiments Begin using it Foremen

Leads me

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

Itrsquos easier to act your way

into a new way of thinking

than to think your way

into a new way of acting

John Shook Chairman and CEO

Lean Enterprise Institute

262017

19

38

Standard Work for this task is still being developed

Leader Standard Work Example ndash for Lead

Leader Standard Work

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it donrsquot even have standard

work for operators existing coaching is poor at best

3 ndash Next Target Use it and see the benefits of using it

4 ndash Experiments Begin using it Foremen

Leads me

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

Experiments Research

WIIFM is missing

262017

20

Some Initial Views of Leader Standard Work

By Some Leaders about their own Leader Standard Work

bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo

bull ldquoJust more useless paperworkrdquo

bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo

bull ldquoWhy do I want to help you train someone to take my jobrdquo

By Some Leaders about Leader Standard Work of their direct reports

bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo

bull ldquoJust more useless paperworkrdquo

bull ldquoJust another dumb thing I have to force them to dordquo

bull ldquoIf Irsquom doing my job I know what they do I donrsquot need a checklistrdquo

40

LSW Benefits to the Leader

bull Clarifies what tasks are most important to dohellip

and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)

bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo

bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered

accountability meetings to make checks quick and easy

bull Helps you identify and overcome barriers to working on your

most important tasks

41

Leader Standard Work helps you use your time most effectively

262017

21

Need Expand production of multistage

bull Expand from one plant to two plants (across street and frac12 mile away)

bull Training send people from learning plant to expert plant be trained

Also send experts to train at the learning plant

bull Expansion highlighted system deficiencies

ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated

bull Training process was ineffective

bull Each shift in expert plant assembled differently

ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did

so they can complete it ldquotheir wayrdquo

ndash Makes it even more challenging to learn

Be trained

Train

Action Plan

1 Develop Standard Work Sequence

ndash What are the steps of the assembly

process

ndash In what order are they done

ndash Gain consensus

2 Train everyone

ndash Develop job breakdown structure

ndash Train people how to effectively train others

ndash Try it out

262017

22

Standard Work

Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet

19 Translate to Spanish

Testamonial

45

262017

23

Early Results

0

2

4

6

8

10

12

Week 1 Week 2 Week 3 Week 4

Load-only Multistage Conveyor Systems ndash Units Completed Per Week

Experts (1) Experts (2) Learners (1)

46

Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation

Pipeline for Standard Work Development Process

47

Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)

Consensus Building (Hornets Nest) until release of Task Sequence

Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures

JI Breakdown Structures trial ndash test refine release

Train using Job Instruction

Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)

Visual blitz ndash Smart Placement

Trial (test refine) Smart Placement

Visual blitz automatic recoil ndash

borders addresses ID labels

Improve the standards using Job Methods etc

262017

24

Ref Toyota KATA by Mike Rother

Leader Standard Work ndash Next Step Coaching

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it

3 ndash Next Target Use it and see the benefits of using it 4 ndash Experiments

Coaching will be

necessary bull 7 shift Foremen

in Glenwood

bull 4 at Other sites

Leader Standard Work ndash Your Company

1 ndash Challenge

2 ndash Current

3 ndash Next Target 4 ndash Obstacles

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

bull Are you using it

bull Do your Leaders see the benefits

bull Do you have any Leaders who

would provide a testimonial

bull Are you providing coaching

bull Is it effective

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

18

Leader Standard Work

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it donrsquot even have standard

work for operators existing coaching is poor at best

3 ndash Next Target Use it and see the benefits of using it

4 ndash Experiments Begin using it Foremen

Leads me

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

Itrsquos easier to act your way

into a new way of thinking

than to think your way

into a new way of acting

John Shook Chairman and CEO

Lean Enterprise Institute

262017

19

38

Standard Work for this task is still being developed

Leader Standard Work Example ndash for Lead

Leader Standard Work

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it donrsquot even have standard

work for operators existing coaching is poor at best

3 ndash Next Target Use it and see the benefits of using it

4 ndash Experiments Begin using it Foremen

Leads me

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

Experiments Research

WIIFM is missing

262017

20

Some Initial Views of Leader Standard Work

By Some Leaders about their own Leader Standard Work

bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo

bull ldquoJust more useless paperworkrdquo

bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo

bull ldquoWhy do I want to help you train someone to take my jobrdquo

By Some Leaders about Leader Standard Work of their direct reports

bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo

bull ldquoJust more useless paperworkrdquo

bull ldquoJust another dumb thing I have to force them to dordquo

bull ldquoIf Irsquom doing my job I know what they do I donrsquot need a checklistrdquo

40

LSW Benefits to the Leader

bull Clarifies what tasks are most important to dohellip

and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)

bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo

bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered

accountability meetings to make checks quick and easy

bull Helps you identify and overcome barriers to working on your

most important tasks

41

Leader Standard Work helps you use your time most effectively

262017

21

Need Expand production of multistage

bull Expand from one plant to two plants (across street and frac12 mile away)

bull Training send people from learning plant to expert plant be trained

Also send experts to train at the learning plant

bull Expansion highlighted system deficiencies

ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated

bull Training process was ineffective

bull Each shift in expert plant assembled differently

ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did

so they can complete it ldquotheir wayrdquo

ndash Makes it even more challenging to learn

Be trained

Train

Action Plan

1 Develop Standard Work Sequence

ndash What are the steps of the assembly

process

ndash In what order are they done

ndash Gain consensus

2 Train everyone

ndash Develop job breakdown structure

ndash Train people how to effectively train others

ndash Try it out

262017

22

Standard Work

Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet

19 Translate to Spanish

Testamonial

45

262017

23

Early Results

0

2

4

6

8

10

12

Week 1 Week 2 Week 3 Week 4

Load-only Multistage Conveyor Systems ndash Units Completed Per Week

Experts (1) Experts (2) Learners (1)

46

Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation

Pipeline for Standard Work Development Process

47

Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)

Consensus Building (Hornets Nest) until release of Task Sequence

Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures

JI Breakdown Structures trial ndash test refine release

Train using Job Instruction

Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)

Visual blitz ndash Smart Placement

Trial (test refine) Smart Placement

Visual blitz automatic recoil ndash

borders addresses ID labels

Improve the standards using Job Methods etc

262017

24

Ref Toyota KATA by Mike Rother

Leader Standard Work ndash Next Step Coaching

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it

3 ndash Next Target Use it and see the benefits of using it 4 ndash Experiments

Coaching will be

necessary bull 7 shift Foremen

in Glenwood

bull 4 at Other sites

Leader Standard Work ndash Your Company

1 ndash Challenge

2 ndash Current

3 ndash Next Target 4 ndash Obstacles

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

bull Are you using it

bull Do your Leaders see the benefits

bull Do you have any Leaders who

would provide a testimonial

bull Are you providing coaching

bull Is it effective

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

19

38

Standard Work for this task is still being developed

Leader Standard Work Example ndash for Lead

Leader Standard Work

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it donrsquot even have standard

work for operators existing coaching is poor at best

3 ndash Next Target Use it and see the benefits of using it

4 ndash Experiments Begin using it Foremen

Leads me

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

Experiments Research

WIIFM is missing

262017

20

Some Initial Views of Leader Standard Work

By Some Leaders about their own Leader Standard Work

bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo

bull ldquoJust more useless paperworkrdquo

bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo

bull ldquoWhy do I want to help you train someone to take my jobrdquo

By Some Leaders about Leader Standard Work of their direct reports

bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo

bull ldquoJust more useless paperworkrdquo

bull ldquoJust another dumb thing I have to force them to dordquo

bull ldquoIf Irsquom doing my job I know what they do I donrsquot need a checklistrdquo

40

LSW Benefits to the Leader

bull Clarifies what tasks are most important to dohellip

and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)

bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo

bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered

accountability meetings to make checks quick and easy

bull Helps you identify and overcome barriers to working on your

most important tasks

41

Leader Standard Work helps you use your time most effectively

262017

21

Need Expand production of multistage

bull Expand from one plant to two plants (across street and frac12 mile away)

bull Training send people from learning plant to expert plant be trained

Also send experts to train at the learning plant

bull Expansion highlighted system deficiencies

ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated

bull Training process was ineffective

bull Each shift in expert plant assembled differently

ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did

so they can complete it ldquotheir wayrdquo

ndash Makes it even more challenging to learn

Be trained

Train

Action Plan

1 Develop Standard Work Sequence

ndash What are the steps of the assembly

process

ndash In what order are they done

ndash Gain consensus

2 Train everyone

ndash Develop job breakdown structure

ndash Train people how to effectively train others

ndash Try it out

262017

22

Standard Work

Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet

19 Translate to Spanish

Testamonial

45

262017

23

Early Results

0

2

4

6

8

10

12

Week 1 Week 2 Week 3 Week 4

Load-only Multistage Conveyor Systems ndash Units Completed Per Week

Experts (1) Experts (2) Learners (1)

46

Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation

Pipeline for Standard Work Development Process

47

Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)

Consensus Building (Hornets Nest) until release of Task Sequence

Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures

JI Breakdown Structures trial ndash test refine release

Train using Job Instruction

Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)

Visual blitz ndash Smart Placement

Trial (test refine) Smart Placement

Visual blitz automatic recoil ndash

borders addresses ID labels

Improve the standards using Job Methods etc

262017

24

Ref Toyota KATA by Mike Rother

Leader Standard Work ndash Next Step Coaching

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it

3 ndash Next Target Use it and see the benefits of using it 4 ndash Experiments

Coaching will be

necessary bull 7 shift Foremen

in Glenwood

bull 4 at Other sites

Leader Standard Work ndash Your Company

1 ndash Challenge

2 ndash Current

3 ndash Next Target 4 ndash Obstacles

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

bull Are you using it

bull Do your Leaders see the benefits

bull Do you have any Leaders who

would provide a testimonial

bull Are you providing coaching

bull Is it effective

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

20

Some Initial Views of Leader Standard Work

By Some Leaders about their own Leader Standard Work

bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo

bull ldquoJust more useless paperworkrdquo

bull ldquoWhy do I need this Donrsquot you trust me to do my jobrdquo

bull ldquoWhy do I want to help you train someone to take my jobrdquo

By Some Leaders about Leader Standard Work of their direct reports

bull ldquoThis is just a ldquocheck the boxrdquo exerciserdquo

bull ldquoJust more useless paperworkrdquo

bull ldquoJust another dumb thing I have to force them to dordquo

bull ldquoIf Irsquom doing my job I know what they do I donrsquot need a checklistrdquo

40

LSW Benefits to the Leader

bull Clarifies what tasks are most important to dohellip

and what not to do (priorities) bull Helps determine what to delegate (to further develop your people)

bull Gives you a reason to tell people ldquoNo I canrsquot do that just nowrdquo

bull Clarifies what tasks are most important to check bull Helps determine where to use visual controls and how to use tiered

accountability meetings to make checks quick and easy

bull Helps you identify and overcome barriers to working on your

most important tasks

41

Leader Standard Work helps you use your time most effectively

262017

21

Need Expand production of multistage

bull Expand from one plant to two plants (across street and frac12 mile away)

bull Training send people from learning plant to expert plant be trained

Also send experts to train at the learning plant

bull Expansion highlighted system deficiencies

ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated

bull Training process was ineffective

bull Each shift in expert plant assembled differently

ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did

so they can complete it ldquotheir wayrdquo

ndash Makes it even more challenging to learn

Be trained

Train

Action Plan

1 Develop Standard Work Sequence

ndash What are the steps of the assembly

process

ndash In what order are they done

ndash Gain consensus

2 Train everyone

ndash Develop job breakdown structure

ndash Train people how to effectively train others

ndash Try it out

262017

22

Standard Work

Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet

19 Translate to Spanish

Testamonial

45

262017

23

Early Results

0

2

4

6

8

10

12

Week 1 Week 2 Week 3 Week 4

Load-only Multistage Conveyor Systems ndash Units Completed Per Week

Experts (1) Experts (2) Learners (1)

46

Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation

Pipeline for Standard Work Development Process

47

Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)

Consensus Building (Hornets Nest) until release of Task Sequence

Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures

JI Breakdown Structures trial ndash test refine release

Train using Job Instruction

Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)

Visual blitz ndash Smart Placement

Trial (test refine) Smart Placement

Visual blitz automatic recoil ndash

borders addresses ID labels

Improve the standards using Job Methods etc

262017

24

Ref Toyota KATA by Mike Rother

Leader Standard Work ndash Next Step Coaching

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it

3 ndash Next Target Use it and see the benefits of using it 4 ndash Experiments

Coaching will be

necessary bull 7 shift Foremen

in Glenwood

bull 4 at Other sites

Leader Standard Work ndash Your Company

1 ndash Challenge

2 ndash Current

3 ndash Next Target 4 ndash Obstacles

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

bull Are you using it

bull Do your Leaders see the benefits

bull Do you have any Leaders who

would provide a testimonial

bull Are you providing coaching

bull Is it effective

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

21

Need Expand production of multistage

bull Expand from one plant to two plants (across street and frac12 mile away)

bull Training send people from learning plant to expert plant be trained

Also send experts to train at the learning plant

bull Expansion highlighted system deficiencies

ndash Information deficits (ldquotribal knowledgerdquo) much greater than anticipated

bull Training process was ineffective

bull Each shift in expert plant assembled differently

ndash Creates ldquoreworkrdquo as one shift ldquoundoesrdquo what the other did

so they can complete it ldquotheir wayrdquo

ndash Makes it even more challenging to learn

Be trained

Train

Action Plan

1 Develop Standard Work Sequence

ndash What are the steps of the assembly

process

ndash In what order are they done

ndash Gain consensus

2 Train everyone

ndash Develop job breakdown structure

ndash Train people how to effectively train others

ndash Try it out

262017

22

Standard Work

Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet

19 Translate to Spanish

Testamonial

45

262017

23

Early Results

0

2

4

6

8

10

12

Week 1 Week 2 Week 3 Week 4

Load-only Multistage Conveyor Systems ndash Units Completed Per Week

Experts (1) Experts (2) Learners (1)

46

Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation

Pipeline for Standard Work Development Process

47

Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)

Consensus Building (Hornets Nest) until release of Task Sequence

Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures

JI Breakdown Structures trial ndash test refine release

Train using Job Instruction

Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)

Visual blitz ndash Smart Placement

Trial (test refine) Smart Placement

Visual blitz automatic recoil ndash

borders addresses ID labels

Improve the standards using Job Methods etc

262017

24

Ref Toyota KATA by Mike Rother

Leader Standard Work ndash Next Step Coaching

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it

3 ndash Next Target Use it and see the benefits of using it 4 ndash Experiments

Coaching will be

necessary bull 7 shift Foremen

in Glenwood

bull 4 at Other sites

Leader Standard Work ndash Your Company

1 ndash Challenge

2 ndash Current

3 ndash Next Target 4 ndash Obstacles

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

bull Are you using it

bull Do your Leaders see the benefits

bull Do you have any Leaders who

would provide a testimonial

bull Are you providing coaching

bull Is it effective

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

22

Standard Work

Work Sequence Cycle Time (Est) Job Instruction Breakdown Sheet

19 Translate to Spanish

Testamonial

45

262017

23

Early Results

0

2

4

6

8

10

12

Week 1 Week 2 Week 3 Week 4

Load-only Multistage Conveyor Systems ndash Units Completed Per Week

Experts (1) Experts (2) Learners (1)

46

Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation

Pipeline for Standard Work Development Process

47

Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)

Consensus Building (Hornets Nest) until release of Task Sequence

Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures

JI Breakdown Structures trial ndash test refine release

Train using Job Instruction

Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)

Visual blitz ndash Smart Placement

Trial (test refine) Smart Placement

Visual blitz automatic recoil ndash

borders addresses ID labels

Improve the standards using Job Methods etc

262017

24

Ref Toyota KATA by Mike Rother

Leader Standard Work ndash Next Step Coaching

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it

3 ndash Next Target Use it and see the benefits of using it 4 ndash Experiments

Coaching will be

necessary bull 7 shift Foremen

in Glenwood

bull 4 at Other sites

Leader Standard Work ndash Your Company

1 ndash Challenge

2 ndash Current

3 ndash Next Target 4 ndash Obstacles

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

bull Are you using it

bull Do your Leaders see the benefits

bull Do you have any Leaders who

would provide a testimonial

bull Are you providing coaching

bull Is it effective

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

23

Early Results

0

2

4

6

8

10

12

Week 1 Week 2 Week 3 Week 4

Load-only Multistage Conveyor Systems ndash Units Completed Per Week

Experts (1) Experts (2) Learners (1)

46

Learners From 4 +- 2 per week To 8 +- 1 per week Double the output half the variation

Pipeline for Standard Work Development Process

47

Draft ndash Task Sequence (Top-level Job Breakdown Structure some key points)

Consensus Building (Hornets Nest) until release of Task Sequence

Job Instruction kaizen ndash drafts of Job Instruction Breakdown Structures

JI Breakdown Structures trial ndash test refine release

Train using Job Instruction

Develop Standard Work Task sequence plus cycle times with link to Job Breakdowns (and define Standard WIP)

Visual blitz ndash Smart Placement

Trial (test refine) Smart Placement

Visual blitz automatic recoil ndash

borders addresses ID labels

Improve the standards using Job Methods etc

262017

24

Ref Toyota KATA by Mike Rother

Leader Standard Work ndash Next Step Coaching

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it

3 ndash Next Target Use it and see the benefits of using it 4 ndash Experiments

Coaching will be

necessary bull 7 shift Foremen

in Glenwood

bull 4 at Other sites

Leader Standard Work ndash Your Company

1 ndash Challenge

2 ndash Current

3 ndash Next Target 4 ndash Obstacles

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

bull Are you using it

bull Do your Leaders see the benefits

bull Do you have any Leaders who

would provide a testimonial

bull Are you providing coaching

bull Is it effective

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

24

Ref Toyota KATA by Mike Rother

Leader Standard Work ndash Next Step Coaching

1 ndash Challenge LSW is effectively used to help sustain CI

2 ndash Current Never heard of it

3 ndash Next Target Use it and see the benefits of using it 4 ndash Experiments

Coaching will be

necessary bull 7 shift Foremen

in Glenwood

bull 4 at Other sites

Leader Standard Work ndash Your Company

1 ndash Challenge

2 ndash Current

3 ndash Next Target 4 ndash Obstacles

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

bull Are you using it

bull Do your Leaders see the benefits

bull Do you have any Leaders who

would provide a testimonial

bull Are you providing coaching

bull Is it effective

httpwwwonline-stopwatchcomcountdown-clockfull-screen

262017

25

FAST Production Management

1 Leader Standard Work

2 Visual Controls

3 Daily Accountability Process

4 Leadership Discipline

50

Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24

Leadership Discipline

bull People respect what you inspect

bull Senior CIC (John) assigned to follow up and coach LSW bull One CIC (Tadd) to Standard Work and one CIC (Nick) to JI

bull Included standard work verification including JI key points to LSW for Leads

bull One CIC (Bill) to Visual Controls

bull Audits of meetings (Google apps) by CICs and Foremen with scoring rubrics for Daily Accountability process bull Daily Huddle Lead Meeting Feedback Job Instruction Trainer Audit

bull Leadership training

bull Job Relations and GiANT Worldwide as foundations of leadership training

bull Communications skills Confronting unacceptable behavior

bull Listening skills

bull Delegation process

bull Coaching including Coaching KATA

51

262017

26

Leadership Discipline ndash Your Company

1 ndash Challenge

2 ndash Current

3 ndash Next Target

4 ndash Obstacles

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

bull Do your Leaders stay

focused on the right things

bull How effective is your

leadership training Is

anything missing

httpwwwonline-stopwatchcomcountdown-clockfull-screen

FAST Production Management

1 Leader Standard Work

2 Visual Controls

3 Daily Accountability Process

4 Leadership Discipline

53

Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24

262017

26

Leadership Discipline ndash Your Company

1 ndash Challenge

2 ndash Current

3 ndash Next Target

4 ndash Obstacles

Conduct Experiments to get there Grasp the

Current Condition

Establish your Next

Target Condition

Get the Direction or Challenge

1

2

3

4

bull Do your Leaders stay

focused on the right things

bull How effective is your

leadership training Is

anything missing

httpwwwonline-stopwatchcomcountdown-clockfull-screen

FAST Production Management

1 Leader Standard Work

2 Visual Controls

3 Daily Accountability Process

4 Leadership Discipline

53

Reference Creating A Lean Culture by David Mann Productivity Press 2005 pp 23-24

262017

27

Takeaways

bull Begin with the end in mind how will you sustain

bull Leader Standard Work bull Standard Work

bull Job Instruction

bull Visual Controls

bull Daily (Tiered) Accountability

bull Leadership Discipline

bull Assign a champion for each key initiative (People respect what you inspect)

bull Just start then PDCA to become among the best in the world at each key initiative ndash watch your timing be patient ndash address a major problem

bull TWI can play a key role in your production management system ndash promote your successes to help others see the power

54

Objectives

Practitioners often say the hardest part of Lean implementation

ishellip to sustain it

Todayrsquos objectives 1 Identify and describe the four key elements necessary to effectively sustain a

Lean initiative

2 Understand how to integrate TWI into each of these elements

3 Begin to understand some next steps to improve your Lean implementation

55

Starting Lean with a Blank Slate fixing a stalled implementation or accelerating an ongoing one

262017

28

56

262017

28

56