Integrating Visual Management Tools and Leader Standard Work (2 Day Class)
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A fundamental element of a Lean Enterprise is an environment of continuous improvement. Most organizations attempting a lean transformation have struggled with creating such environment. Too often we find that the gains of kaizen are not sustained. If they are sustained, it is difficult to drive continuous improvement above and beyond what has already been put into place. In many cases, the inability to move beyond spot kaizen is a result of a disconnect between visual management and leadership standard work. Implementing visual management tools without commensurate leadership standard work results in extra work and useless wall paper. Leadership standard work without visual management tools results in a marginally effective social event at the gemba. Only when used together, visual management tools and leadership standard work set a foundation for a sustainable, self-correcting, continuous-improvement environment that is characteristic of lean.
In a traditional environment, at the end of each month or quarter there is a great deal of data gathering, analysis, synthesis, and deliberation over what just happened and what will be done during the coming period. This generally turns into a communication activity to share contingencies and corrective actions that may be required as more of the enterprise is engaged in course corrections. This has sometimes been characterized as steering a boat by looking at the wake.
In a lean organization, managing the business is critically focused on managing processes in real time at the place of work (gemba). The effect of this is that the end of the month is old news and essentially a non-event. To achieve this, important business process information must be recorded and displayed in simple visual terms throughout the company for all to see and react to as it happens. The areas of emphasis should have a direct connection with company strategy, and all visual management tools must be integrated into the repetitive aspects of management standard work. These same tools are used by the rest of the enterprise ensuring coordinated objectives and visibility. Thus the principle of conventional management–what gets measured gets managed–gets transformed in a lean environment into "what gets measured visually gets managed in real time".
This course deals with designing and executing an implementation plan to migrate your company from one of gather data, synthesize, meet, and react to one of see waste, manage exceptions, and improve processes . It will show you how to tie together the tools of policy deployment, value-stream mapping, kaizen, visual management, and leadership standard work. The emphasis of the course will be on the development of visual management tools and leadership standard work. It will be based on a case study of a company that has developed strategy, gone through policy deployment, and value-stream mapping, and now wants to develop a visual management plan and management standard work to more effectively lead the enterprise. In order to capture both the knowledge flow and the manufacturing aspects, we will go through the entire value stream from order entry to cash collection.
This workshop will demonstrate to you how to connect company strategies with leadership standard work through the use of visual management tools and techniques and will emphasize the benefits of incorporating visual management systems into leadership standard work. As a result you will be able to:
- Improve business performance by reacting to abnormalities in real time at the local level
- Improve productivity by eliminating waste from critical processes
- Get everyone in your organization aligned and involved with what is important to your customers and you business
- Improve front line leadership skills through better awareness
- Hire, promote, and train people on standard processes that are actually used
- Improve morale through transparency and involvement
- Keep the enterprise motivated to stay on course through the lean transformation process as they see the impact of process improvements faster
This workshop is based on a case study of a fictitious company which has both knowledge flow and manufacturing processes. At the end of each section, time is allotted to carry out exercises on how concepts can be applied in the specific companies of the workshop attendees.
What is visual management and why change?
The parts of a visual management system
The attributes of successful visual management tools
What are the benefits of visual management
- Visual management and traditional management methods
Basic operating performance reports and methods of tracking performance visually
How successful visual management systems replace traditional methods rather than just add to the overall work load.
Integration of visual process control, visual process performance monitoring and leadership standard work
- The tools of visual process control
Basic tools of process control
How to determine where to place tools along the value stream
How to interpret value-stream maps for key visual management “touch points”
- How to develop a visual process control plan
The tools of visual process performance measurement
Methods of replacing business performance reports with tiered visual process performance boards
- Leadership standard work
What is leadership standard work
Developing leader standard work in a conventional organization that is transitioning to Lean
- Planning the implementation of both the visual management system and leadership standard work throughout the organization
Who Should Attend:
Company presidents, direct reports, and other lean implementation champions who have the authority to implement an enterprise/department-wide visual management plan.
Joe has developed the knowledge of lean concepts and principles over the past 18 years while he held senior leadership positions in domestic and international settings. Through extensive coaching by retired executives from Toyota Motor Company in the early 90’s, Joe developed an aptitude for maximizing product velocity and managing operations through simple visual means. This knowledge was further applied as Joe became General Manager of Chengdu Aerotech, China’s first aviation industry joint venture, and was able to integrate the elements of strategy deployment, organizational development, facility design and Lean into one cohesive business management approach. As Director of North American Operations for Ensign Bickford, he led the Company to win the Shingo Prize for operational excellence. He effectively utilized his knowledge of lean manufacturing to help Sterling Collision Centers grow from a startup to a company with 50 locations nationally (now part of Allstate Insurance Company). As Vice President of Manufacturing for the Kamatics division of Kaman Corporation, he restructured operations to double on-time delivery performance while reducing lead times by 88% for 2/3 of products. Since 2003 he has been helping clients achieve superior operating gains through Murli & Associates SP. Joe has undergraduate degrees in Manufacturing Engineering and Accounting from the State University of New York, and Post University respectively. Additionally, he holds a Master’s degree in Business Administration from the University of Connecticut.
Mark brings experience gained from a successful 19-year career in industry and almost a decade as a lean implementation coach. An award-winning author, he has played a transformative role in lean implementations across a broad range of industries including aerospace and defense, automotive, building products, business services, chemical, durable goods, electronics, insurance, healthcare and transportation. Mark has successfully coached lean leaders and associates at both the strategic and tactical level. He has facilitated many hundreds of kaizen events and conducted numerous training sessions and workshops. Mark's pre-consulting career encompassed executive and senior positions within operations, strategic planning, business development and finance. His most recent industry roles included that of COO, VP of Operations and Director of Strategic Planning. Mark’s lean education and experience began in the early 1990’s when he conceptualized and helped launch what resulted in a Shingo Prize winning effort at the Ensign-Bickford Company. Mark holds a BS in Mathematics from Trinity College in Hartford, CT, MS in Professional Accounting from the University of Hartford and a MA in Theology from Holy Apostles College and Seminary. Mark is a national Shingo Prize examiner. He helped develop exam questions for the AME/SME/Shingo/ASQ Lean Certification. Mark authored the Society of Manufacturing Engineers published book, Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events. The Fieldbook was a recipient of a 2010 Shingo Research and Professional Publication Award. Mark is also the founder of the lean blog, Gemba Tales and a regular columnist for Quality Digest.
To maximize your learning experience we recommend that prior to attending this program you take following workshops or have a good understanding of the concepts presented within them.
Price: $1,600.00 ($1,400.00 if the participant is taking 2 or more workshops at one location)
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