Continuous Improvement Framework Leader Overview

Continuous Improvement Framework Building Blocks for Creating a Fast Learning, Adaptive Culture Philosophy CIF Building Blocks Culture Provides Competitive Advantage Gemba Walks Continuous Improvement for Everyone Management Systems Shape Culture Manning Strategy Process Checks Daily Accountability The “Secret Sauce” Standardization + Engagement  Learning Culture Management systems that foster the unique synthesis of standardization and employee engagement (in problem solving) create a fast learning, adaptive culture Leader Standard Work Process Standardization Visual Controls

Continuous Improvement Framework Process Standardization Good Process Standardization Design: Addresses key elements of the method relating to safety, quality and cost Documentation structure matches process / product complexity Difficult to make a mistake and easy to check conformance Process Standardization is Real When: Used to train new employees Systematically checked for conformance Evaluated and improved when mistakes occur Ownership is clearly defined Supported by robust change control and deviation process Is considered the foundation for improvement Documenting and following the best known method….to ensure consistency and capture organizational learning

Continuous Improvement Framework Visual Controls Good Visual Control Design: Intuitive and easy to understand Easy to check Visual Controls are Real When: “In control” is clearly defined and countermeasures are established for “out of control” conditions Well understood and used by the people who do the job Data is collected on “interrupters” or “out of control” conditions for structured problem solving Designing work and tools to make abnormal conditions visible…..to stimulate action to keep the process in control

Continuous Improvement Framework Leader Standard Work Good Leader Standard Work Design: Built to support the execution of an integrated management system Documented and shared Leader Standard Work is Real When: Used to train new leaders and “back-up” leaders Systematically checked for conformance Evaluated and improved Leaders accomplish much of their work via adherence to the integrated management system (rather than adhoc or emergency meetings) Is viewed as instrumental in creating organizational capability….”good processes make high performers out of good people” Establishing consistent leader process focus….creating cadence and providing a teachable point of view

Continuous Improvement Framework Manning Strategy Good Manning Strategy Design: HR systems are designed and tailored to support the operational strategy Manning Strategy is Real When: Systems are used for daily decision making and longer-term planning Systems facilitate self direction….scheduling of work hours, cross training and flexing Organizational structure and people systems aligned with the operational strategy….including work team design, leader ratios, back-up leaders, cross training and flexing strategies

Continuous Improvement Framework Process Checks Good Process Check Design: Standardized and systematic Appropriately designed for the type of work (short cycle vs. long cycle) The focus is to confirm conformance rather than find non-conformance…..”Go see, ask why, show respect” Process Checks are Real When: Evaluated and improved when mistakes occur Non-conformances are analyzed and addressed by the work team Drive process simplification and error proofing Viewed as key to engaging the people who do the work and providing an opportunity for meaningful feedback Ensuring strict adherence to the standard method by systematically checking for conformance and engaging the people who do the work

Continuous Improvement Framework Daily Accountability Good Daily Accountability Design: Purpose driven, tiered meetings with a standard agenda (via visual display) Meetings are brief, usually stand-up, focused on “real time” management Daily Accountability is Real When: Tiered meetings become the primary method of elevating and addressing daily problems Tier meetings results in action (assignments and follow-up) and hold teammates accountable for address problems with urgency Facilitate real time problem solving at the gemba Layered management review structure that facilitates immediate elevation of problems….ensuring resource allocation and accountability to address problems with urgency

Continuous Improvement Framework Gemba Walks Good Gemba Walk Design: Purpose / type of walk is clear to deeply understand the current condition mentoring conformance checks improvement opportunities Systematic approach Focus changes based on need Gemba Walks are Real When: Walks are not “check the box” exercises They are seen as an opportunity for reflection and engagement They are used to mentor the next generation They are viewed as a critical means of evaluating the health of the management system Leaders going to where the work is done, personally observing to deeply understand the current condition…..reflecting and stimulating a higher level of thinking about process design and effectiveness, system interdependencies, barriers and future resource allocation

Continuous Improvement Framework Continuous Improvement for Everyone Good “CI for Everyone” Design: Work teams are designed based on supplier / customer relationships Work teams have dedicated cross function support and management mentors Work teams have own metrics and establish own improvement targets Select management tasks are owned / executed by the work team “CI for Everyone” is Real When: Continuous improvement is an integral part of the work team’s operating structure Empowerment is not seen as “getting results my own way”, but as “the opportunity to improve my standard work” The ability to harness the brainpower of the entire organization is considered a source of competitive advantage Management systems designed to engage “the people who do the work” in structured problem solving…..improving their standard work

Continuous Improvement Framework Building Blocks for Creating a Fast Learning, Adaptive Culture Philosophy CIF Building Blocks Gemba Walks Standardization + Engagement in problem solving Fast Learning, Adaptive Culture Continuous Improvement for Everyone Manning Strategy Process Checks Daily Accountability Leader Standard Work Process Standardization Visual Controls