4 - A Day in the Life of a Lean Supervisor

8/18/2019 4 - A Day in the Life of a Lean Supervisor

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A Day in the Life of a Lean Supervisor

A Day in the Life of a

Lean SupervisorMike WroblewskiDirector

Kaizen Institute USA

Row Bless Ski

Mike Wroblewski

Lean Sensei

4

Wrote the booksKAIZEN and GEMBA

KAIZEN

MASAAKI IMAI

Founder and President

Headquarters in Switzerland

• 27 Years of Worldwide Kaizen Lean

Transformation Experience (foundedin 1985)

KAI Change

ZEN Good

“Change for the better”

Kaizen = Continuous Improvement (CI)

…by Everybody! Everyday! Everywhere!

Teaching the True Meaning of “Kaizen”

Hill-RomBatesville Casket

Company

My Background


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My Lean Introduction

1985

SMED

Lesson

“There are four purposes

of improvement: easier,

better, faster and cheaper.These four goals appear

in the order of priority”. Shigeo Shingo

Today’s Outline

Lean Leadership

Definition of a Supervisor

The 5 Needs/Skills of a LeanSupervisor

A Sample Day in the Life of aLean Supervisor

Characteristics of a LeanSupervisor

“Excellence is achieved by the

mastery of the fundamentals” Vince Lombardi

How did you learn to be a leader?

You willlearn by thenumbers.I will teach

you!

Principle 9 Toyota Way

“Grow leaders who thoroughly

understand the work, live thephilosophy and teach it to others.”

Lean Leadership


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The Leader’s Job

First, get each person to take initiative to solveproblems and improve his or her job.

Second, ensure that each person’s job is alignedto provide value for the customer and prosperityfor the company.

Customer Delight

Voice of thecustomer

Get things done

Get the most from your team

Develop people to be leaders

Role of Leader Line Production Leaders

Common Titles:

Supervisors

Team Leaders

Value Stream Leaders

Honcho

Definition of a Supervisor

Leader - one who directs, coaches and inspects the work,

actions, and performance of others.

This

ot This

Daily Improvement Focus


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Knowledge of Work

Knowledge of Job Responsibilities

Ability for Kaizen

Ability to Lead

Ability to Teach

The 5NecessarySkills of aLeanSupervisor

Knowledge of Work

Knowledge of Job Responsibilities

Ability for Kaizen

Ability to Lead

Ability to Teach

The 5NecessarySkills of aLeanSupervisor

2 Typesof Knowledge

3 Typesof Ability

Role of Lean Supervisor

Rapid Response

Maintain Flow

Identify Problems

Correct Problems

Ensure Quality, Safety, Cost and Delivery

Different

Business

System

Different

Leadership

System

=

Successful Lean Transformation

Discipline, daily practices and toolsneeded to establish and maintain aconstant, intense focus on process

Lean Management System

In a batch world, what do leaders focus on?

ResultsIn a lean world, what do leaders focus on?

Process

Results will follow.


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Results Focus

Problems are theemployees(who?)

I can controlemployees

I do whatever ittakes

Process Focus

Problems in theprocess(why?)

We can controlthe process

We developleaders

Audits

Problem solving methodology

Teaching, coaching, mentoring

Leadership Tools

Typical Problem Solving

ProblemPerformance Performance

Solution

Status

Quo

Opportunity to Improve

ProblemPerformance

Performance

Solution

Improvement

What does your typical day look like?

Meetings

Email

Reports

Presentations

Phone Calls

Planning

Firefighting

Gemba walks

Audits and spot checks

Visual reviews

Problem solving

Kaizen

Training

Staff Development

Typical Daily Activities


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Are you working

in the system oron the system?

A Sample Day in theLife of Lean Supervisor

Prepare for Day

6:15am Arrive Before Shift Starts

Date Issue12/05/07 Defective material from Vendor,

put in quality hold area. (Part #

IV - 300) Cannot make Ivory

interior until newcertified

material arrives on 12/10/07 by

8:00 a.m. Jim Jacobs of supplier

quality is in charge.

12/05/07

1st Shift

2nd ShiftLine rate change on Monday

December 10, 2007. Revised

Standard work is complete.

Training Timetable needs to be

updated and all Associates

trained by Thursday December 6,

2007. Will follow up at morningmeeting on 12/07.

•Public Document (referred to by anyone)•Simple two Column Format (Date andIssue)•Complete after every shift•Keep in same standard location at alltimes

Check Shift-to-Shift Log Book

Machine

Machine

Do you have theproper Standard Workin Process Inventory?

M a c h i n e

Scrap

Shadow BoardAre allrequired toolsin place?

Confirm defects are loggedand countermeasures inplace

RM

Do you havethe proper RawMaterial?

Confirm Start Up Conditions

Hello!

Hi!

How are you?

Good Morning!

Have a Positive

attitude SMILE

6:45am Great Team Members


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Agenda

Safety 1

st

(Awareness)Note any recent near misses or accidentsQuality Concerns

Note any major quality issues in your area

Note any customer disappointmentsProduction Issues

Note any current issues, today’s schedule,

rotation schedule, costs

Special EventsNote any special events line pilot runs, visitors, etc.

6:50am Daily Start Up Meeting Confirm Attendance

M T W H F M T W H F M T W H F M T W H F M T W H F M T W H F M T

01-Jan-01 H H H H H H H

08-Jan-01

15-Jan-01

22-Jan-01 X

29-Jan-01

05-Feb-01 X

12-Feb-01 V V V V V

19-Feb-01

26-Feb-01 X

05-Mar-01

12-Mar-01

19-Mar-01

26-Mar-01

02-Apr-01

Bobby Tammy Bill Mike Shelly Betty

Chart andPost it

Safety Quality Delivery Cost

4 Key Metrics on CommunicationBoards

Promotes Standard Way of Working

Develops team working and shared ownership

Keeps everyone informed

Promotes a behaviour which values all of the teamsinput

Pro-active approach

Why Use Communication Boards?

Create, Follow and Post Standard Agenda

Be Brief and Concise

Encourage Two Way Communication Be Positive

Follow up on Items

Tips for Better Standup Meetings 7:00am Shift Starts


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Check parts comingin area

Check productleaving area

For example:

In paint area, checkthickness

In assembly area, carry outa torque check

7:01am Confirm Quality of Product

•Confirm Team Members are

running according toestablished standards (Job

Instruction and Standard WorkLayout)

•Check key points for Safetyand Quality

•Confirm within desired Takt

Time

•Confirm Standard Work-in-

Process

7:30am Verify Standard Work

“Where there is no

standard, therecan be no kaizen.”

Taiichi Ohno

Standards

Kamishibai Audit System

It is a simple checkcard system which isused forsystematicallyreviewing criticalitems within theworkplace area.

These items mayrelate to safety,quality, production,cost etc.

Audit Cards Audit Cards

Check Points

Safety: Is the TeamMember workin gPer safetyregul ations (PPE & STDWork KeyPoints)

Quality: Is the TeamMember follow ing

STD Work per keypoints concerningQualityon the STD Work-confirmworkPiece in process

Productivity: Is the customer gettingThe part per cycle time

Check Points

Safety: Is the TeamMember workin gPer safetyregul ations (PPE & STDWork KeyPoints)

Quality: Is the TeamMember followi ng

STD Work per keypoints concerningQualityon the STD Work-confirmworkPiece in process

Productivity: Is the customer gettingThe part per cycle time

8:00 am Update Production ControlBoard


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Seestatus

hour byhour

Seeproblems

Seecountermeasures

Signoff

In 10 seconds, can you determine the status of your cell?

Production Control Board

Do this until you are able to do everyjob in your area

Review the Job Instructions and

Standard Work for completeness andaccuracy.

Are the key points for safety andquality clearly understood?

8:15am Learn a Job on the Line

9:30am Break

CheckQuality

9:40am Confirm Smooth Line Start

Short Meeting (2-5 Min)

9:50am Conduct Safety Meeting 10:00am Gemba Walk with Manager


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Primary teaching and

learning model

Master – Apprenticemodel

Gemba Walks

Done on regular basis, in gemba, looking atprocess

Don’t need to be a full “expert” but must develop

initial mastery of lean

Custom to each employee

Be patient

Look for coaching moments

Ask questions and listen

Expect to repeat lessons, follow up

Gemba Walks

Why…..?

What have you learned?

What would you learn if…..?

What is the standard?

What do you think?

What is the function here?

What interrupts our flow?

What are your ideas?

What can we do to improve the current condition?

What did you do today to develop others?

How can we make the abnormal condition more visible?

Great Questions to Ask

It is a slow process, remember it a mindsetchange

Mastery takes practice

Gemba Walk Lessons

Confirm on

track

Any updates or

adjustments?

Job Changes?

TrainingTimetable

Oper. Stnd.SheetNo.

1 1 -1 1 1 -2 1 1 -3 1 1 -4 1 1 -5 1 1 -6 1 1 -7 1 1 -8 Remarks

Capabilities

: Kenneth Karls

Team 111 Group #1 Inspection 11-12-XX

Processor Operation

Name

A s s e m b l y

I n s p e c t i o n

T o e - I n

A d j u s t m e n t

H i - L o

A d j u s t m e n t

R o l l T e s t

B r a k e T e s t

E l e c t r i c a l T e s t

W a t e r p r o o f

T e s t

F i n a l C h e c k

R e s u l t s

J a n J u n D ec

Personnel

Needs(Reassignment)

PerformanceNeeds(WorkManner)

Ideal Capacity 7 5 5 4 4 3 4 7

Fred Ericks 8 8

Barbara Shepard 8 8JobRotation

(12/14)

Ruth Brown 7 7ElectricalTest

(11/23)

John F ife 6 7ElectricalTest

(12/10)

Christopher Allen 4 4Needs Further

Training (11/18)

Henry Philips 3 4

Norman Andrews 3 4

Elizabeth Prietzsch 2 3

Beginningof Year 7 5 5 4 5 2 0 6

Middleof Year 7 5 6 5 5 3 4 7esult of

rainingEnd ofYear

m

r k Job Needs

(ProductionChange)*ProductionIncrease

December1st

ILLENBRANDINDUSTRIES

KEY

=100% Performance

=75%Pe rformance

=50%Pe rformance

= InTraining

P

11/23

12/10

*

11/18

11:00am Review Training Matrix

Spend at leasthalf your time

with TeamMembers

11:30am Lunch


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Work from the

Tasks Kanban

12:00pm Kaizen on Line

Capture theProblems

RootCause

Analysis

Countermeasures

Assignments

Status

Post a Kaizen Newspaper

1:45pm Notify Team MembersOvertime

2:00pm Break

Safety, Quality, Cost

and Delivery in yourarea

2:15pm Prepare for Supervisor’s

Meeting

ReportArea

Status

2:30pm Supervisor’s Meeting


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What I heard in a Production

Meeting…

Poor paint repair using brush- “painter talked to”

Making offline, units not complete, missing parts Fasteners falling out, parts to spec by supplier

Couldn’t find what causes the problem, will

monitor it

Questions you should be asking….

What is the standard?

Are we following the standard?

Is the standard up to date?

What in the process allows us to make thiserror?

How can we mistake-proof this process?

3:00pm Walk the Line 3:15pm Daily 5S

Goodbye!

Have a nice night!

Good night!

Thank you!

3:30pm End of Shift3:35pm Update Shift-to-Shift LogBook


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Transfer Open

Problems/Countermeasures fromKamishibai and Production ControlBoard to Kaizen Newspaper

3:40pm Prepare for Next Work Day

Example:LeanSupervisorStandardWork

Leader Standard Work Interruption

Countermeasure

6:15 amArrive Before Shift Starts

6:45 amGreet TeamMembers

6:50 amConduct Daily TeamStandup Huddle Meeting

7:00 amStart of Shift

7:01 amConfirmQuality of Product

7:30 amVerify StandardWork

8:00 amUpdate ProductionControl Board(each hour)

8:15 amLearna Jobonthe Line

9:30 amBREAK

9:40 amConfirmSmooth Line Start Up (quality check)

9:50 amConduct Safety Meeting

10:00 amGemba walk withyour manager

11:00 amReview TrainingMatrix

11:30 amLUNCH

12:00 pmKaizenonthe line

1:45 pmNotify teammembers OT?

2:00 pmBREAK

2:15 pmPrepare for Supervisor’s Meeting

2:30 pmUpdate area status at Supervisor’s Meeting

3:00 pmW alk the line after Supervisors Meeting

3:15 pmDaily area 5S

3:30 pmEndof Shift

3:35 pmUpdate Shift Log

3:40 pmPrepare for Next Day

Characteristics of a LeanSupervisor

Believe in the need for safe work

Know the processes in your area “Backwards

and forwards”

Be able to train each associate at each processusing standard work

Be able to lead problem solving quickly andeffectively

Know the measures in your area

Meet all your company’s training requirements

Continuous Improvement Cycle

Standardization

Analysis

AdherenceImprovement

Ask yourself?

How are standards viewed?

Are problems hidden or visible?

Does problem data come to the people or do people go see the

problem?

If all frontline leaders hit all their individual goals, would thecompany hit its goals?

Can frontline leaders name the 3 biggest problems and state withdata impact?

Do we practice 1 why or 5 whys?

Do we have a sense of urgency?

Do we teach and grow people? Daily?

How are we building a kaizen culture?

Everyday when going to work, don’t think about

things I have to do, think about the things I can

do to make others successful.

What can I do to

make other

people better?

Lead through Service


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“If we lose sight of

people, we lose sightof the very purposeof leadership.”

Tony Dungy

It’s about

People!

You are a teacher, a coach, a model, a mentor

You are More than a Manager

Standardize what you look for on the shop floor

Reinforce visuals: use, quality and substance

Grow leaders who thoroughly understand thework

Look for coaching moments

Live the philosophy and teach it to others

As a Lean Leader, What can I do? Don’t steal the Monkeys

Develop our

Kaizen Eyes

Kaizen Mind

Kaizen-Man

Thank You for Listening

4 - A Day in the Life of a Lean Supervisor

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