You've done kaizen workshops, rapid improvement events, or other lean activities that dramatically changed work process for the better. But have you changed your daily management activities to support the operational changes?
If not, the operational improvements will plateau first, and then degrade. Guaranteed. Maybe you see signs of backsliding already? Or maybe you are not at Gemba and don’t see it? The problem is that traditional management practices don't create the cultural shift of daily problem solving in a team setting.
To make the shift, you, as a leader, must change what you do, but not haphazardly or impulsively. Just as front-line producers have standardized work for their value-adding activities, leaders need predictable, repeatable standard activities that build people's "problem-solving muscle" and move them ever closer to daily continuous improvement. These activities constitute a management practice known as Leader Standard Work.
5 Major Tools
Leader Standard Work involves walking the workplace where truth is evident (the gemba), observing abnormalities, asking questions, and taking the role as coach in supporting people in the improvement process.
But what do you do at the gemba? Where do you go, how do you identify abnormalities, what do you ask people, how do you help them, and how do you know if that help is actually working?
This workshop gives you the answers. It covers the five major tools of the Leader Standard Work system and prepares you to implement them when you get back to work. You'll learn and practice:
1. Gemba Walks
• What visual tools do you need to identify normal from abnormal so that the walk is a management process, not a social event or management by walking around
• What metrics to monitor on the walk; the right way to react when you find an abnormality
• How you can replace conference room meetings with gemba walks so you use time more effectively