1. Managing For Daily Improvement
Creating Alignment, Developing People,
And Getting Things Done
SOAR 2018
Macon, Georgia

2. Age-Old Questions What is problem solving?
Who should be solving which problems?
How do you sustain the solutions to previously solved problems?
Not re-solve the same problems over and over again
How do you develop a metric driven organization?
What is the problem that we are trying to solve…
How to Engage/Align EVERYONE in our Vision

3. Traditional vs/ Lean Work Environment
In a Lean System, ABNORMALITIES are EASILY SEEN
Complex
Management by status reporting
Push system
Just-in-case inventory
Batch production
Long Lead Time
Functionally managed
Simple and visual
Management by sight
Inventory as needed
Single item or small lot size
Minimal lead time
Quality built in
Value stream managed

4. Leadership in a Lean Environment
Creating a culture of PROBLEM SOLVERS
Traditional
Lean
Staff meets goals set by leader
Leader plans
Information controller
Sole problem-solver
Technical Expert
Ensures team goals support vision
Direction setter (visionary)
Information conduit (sharing)
Facilitates ‘root cause’ analysis
Technical resource

5. Current State of Problem Solving
Who is instigating the problem solving effort?
Who is currently solving the problems in your organization?
How do they know a problem has occurred?
When is the problem being discussed?
Where is the problem being diagnosed?
See any Issues?

6. Current State of Organizational Alignment
Who are we and where are we as an organization going?
How do we measure performance about what is important?
Did we have a good day / week / month?
How do we decide to allocate efforts and limited resources?
What actions do we need to take to get back on track?
How do we sustain/track improvements?
Who Should Be Able to Answer?

7. Managing for Daily Improvement
Performance Management: Discipline that aligns Performance with Strategy
“What gets measured gets done”
Cascades throughout ENTIRE Organization
Enabling front line associates
Improving processes and performance
Vertical Cascading allows strategy to roll down and metrics to roll up

8. Definition of MDI
Managing for Daily Improvement is the Lean mindset, tools and techniques you use on a daily basis to implement and sustain improvement in your work area.

9. Where Should We Be Spending Our Time?0%
25%
50%
75%
100%
Percent of Time
Policy Deployment
(Breakthrough
Strategy)
Top Management
Middle
Management
Supervisor
Front Line Associate
Kaizen
Managing Daily
Improvement
The Target Audience for MDI, and the Phased Approach to implementation, is the Operator through Production Manager

10. Abnormality Management
MDI Fundamentals
1. Standard Work and Discipline – Continuous process monitoring, establishment of standard work, leadership support, and follow-up
2. Daily Accountability – A daily team ‘huddle’, 10 minutes, always on time
3. Visual Controls - Visual display of key information relevant to the team’s daily focus and needed behaviors; visual signals (“andons”) to indicate current operating conditions (“OK”, “Caution”, “Problem!”)
4. Abnormality Management – Rapid response process when conditions are off-track; Ongoing tracking of recurring issues and actions taken to prevent them
Daily Accountability
Abnormality Management
Visual Controls
Discipline 10 10

11. MDI in Operations Visual Management of Metrics
Ownership
Action Items Communicated and Tracked
Timely
KPI (Key Performance Indicator) embodies a strategic objective and measure performance against a goal
2 Types: Outcomes versus Drivers

12. Visual Management Boards
Should show normal versus the abnormal
Should indicate the status of the process
Should direct the leadership to areas that need support
Should indicate the actions or countermeasures that are in process

13. Visual Management Example

14. Communication Board Example
Displays key metrics for Safety, Quality, Delivery and Cost (SQDC)
Metrics agree with annual plan goals and objectives
Clearly identifies board owner and team members
Captures variance to plan, assignable cause and corrective action
Space reserve for A3, project plans, etc.

15. Remember everyone should see value and ACTION
Creating Effective KPIs is as much ART as SCIENCE Constantly Monitor and Revise
Sparse
Correlated
Drillable
Balanced
Simple
Aligned
Actionable
Validated
Owned
Remember everyone should see value and ACTION

16. Plan Do Check Act Deming’s PDCA CYCLE
Have the Experts Solve the Problems and Our Focus is to ENABLE THEM
Implement Culture of Daily PDCA throughout the organization
Must check solution to determine whether or not root cause was actually addressed and that the solution was the correct one to implement.
If solution works, document it and keep it in place.
If solution does not work, act on it and change it.

17. Keys to Tying it Together
Gemba Walk Implemented to Coach and Enable Teams
Servant Leadership Culture; “What do you need from me?”
Action Oriented
Constantly Revisit
Does this process help us get better?
Continue to Grow and Develop
Involve Experts

18. Gemba Walk – How it Works
Leadership team comes to the local boards
Designed for support to flow down and information to flow up
Laser focus to quickly surface problems
Open communication is critical

19. Tiered Meetings – Integrated and Connected
Progress Through the Facility – Dept. by Dept. 4 3 6 5 2 1
Start at the end and work back
5-8 minutes at each board
All/Most major functions participate

20. Go See…Ask Why…Show Respect
Coaching Questions
What are we trying to achieve?
Where are we now?
What obstacles are in our way?
What is our next step, and what do we expect?
When can we see what we’ve learned from taking that step?
Go See…Ask Why…Show Respect
These are the kinds of questions we should be asking…
Old School…asking what we need to do is a sign of weakness.
This is PDCA.
Go to the source and see whats happening, ask what happening (not whats wrong with you people), respect…always give the benefit of the doubt. (Drives what we will do different).

21. There is a Right Way and a Wrong Way

22. Manufacturing Extension Partnership
Questions/Comments?
Paul Todd
Project Manager
Georgia Tech
Manufacturing Extension Partnership