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Leader Standard Work (1 Day Class)



Faculty Spotlight On Joe Murli

For 18 years Joe Murli has been helping companies in a variety of industries implement lean tools and concepts along with the management systems that make them successful. Here are some milestones that prepared him for this role:

  • Coached by retired executives from Toyota Motor Company
  • As GM, Chengdu Aerotech, integrated the elements of strategy deployment, organizational development, facility design and lean into a cohesive management system.
  • As Director of North American Operations, Ensign Bickford, led the successful effort to win the Shingo Prize for Operational Excellence.
  • Led Sterling Collision Centers growth from startup to 50 locations nationally (now part of Allstate Insurance Company).
  • As VP Manufacturing, Kamatics division of Kaman Corporation, restructured operations to double on-time delivery while reducing lead times by 88% for 2/3 of products.

How to implement the 5 major tools that form the management side of kaizen

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 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?

How to Sustain Lean Gains

The problem is that traditional management practices don't create the cultural shift to daily problem solving that is needed to sustain and advance operational improvements.

To make the shift, you, as a leader, must change what you do, but not haphazardly or impulsively.

Just as operators have standardized work for their value-adding activities, you 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.

Management Standard Work

Lean Management Tools chart


Role playing exercises prepare you for implementing what you learn.

5 Major Tools

Leader Standard Work involves walking the gemba (the place where value is added), observing abnormalities, asking questions, and supporting people in the improvement process.

But what do you do on 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 some meetings with gemba walks so you use time more effectively
  • When to ask open-ended questions; the right and wrong ways to ask them
  • How to design gemba walks for different levels – team leader, supervisor, line manager, executive – with different frequencies, scopes, and questions
  • Simulation and role-playing exercise

2. Reflection Meetings

  • What you must do to prepare for a Reflection Meeting (sometimes called a Huddle)
  • Why a theme for the meeting is important; how to consistently come up with themes connected to problem solving
  • How gemba walks and status board metrics fit in with the meetings
  • How the meeting discussion differs from a gemba walk discussion
  • How to design Reflection Meetings for different levels – team leader, supervisor, line manager, executive
  • Simulation and role-playing exercise

3. Andon Response

  • What is the true purpose of an andon
  • How to structure an andon
  • Why responding to an andon is much different than responding to an abnormality discovered during a gemba walk
  • How to design andons for different levels and work environments
  • Simulation and role-playing exercise

4. The Accountability Process

  • Accountability versus blame
  • How to have a conversation as a team around process failure, not blame
  • How to make visual Accountability Boards to track process improvement assignments
  • How to react when an assignment isn't done on time
  • Examples of Accountability Boards
  • How to design Accountability Processes for different levels - team leader, supervisor, line manager, executive
  • Simulation and role-playing exercise

5. Mentoring

  • The purpose of Mentoring; how it differs from performance reviews
  • Questions that must be at the center of Mentoring Meetings
  • How often to hold these meetings
  • How to design Mentoring Meetings for every level of the company - team leader, supervisor, line manager, executive
  • Simulation and role-playing exercise

Who Should Attend

  • Executives, senior, mid-level, and front-line managers
  • HR executives responsible for management development, and rewards and recognition systems


Understanding the basics of a visual workplace and process stability.






Mark Hamel Mark Hamel
The Murli Group

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.

Joe Murli Joe Murli
The Murli Group
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 The Murli Group LLC has been helping clients achieve superior operating gains through the transformation process of Lean Management Systems. 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.
Locations and Dates for Leader Standard Work

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Price: $800.00 ($700.00 if the participant is taking 2 or more workshops at one location)
Price includes all participant materials, breakfast, lunch and snacks each day

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Cancelation Policy
Our workshops are designed to cater to a limited number of participants.  If you must cancel a workshop registration, you will be given a full refund up to four weeks before the workshop. A cancelation occuring within four weeks of the workshop will be subjected to a $350 cancelation fee.  Substitutions may be made at any time prior to the start of the workshop. To cancel a workshop registration, please call LEI at (617) 871-2900.