Leader Standard Work
Driving Continuous Improvement
A study of leader activity and systems thinkingthat supports CI in a FMCG environment
Robin Howlett MSc, MCQI CQP, AIEMA
•A successful FMCG business with international brands
•Demand outstripping supply
•Year on year improvement with potential for greater pace
The Setting and the Need
Research into fundamentals:
•Systems viability through Fractal relationships
•System of CI leadership
•A focus on routine everyday CI, less on ‘projects’
•And….
•What does it take to replace old with new habits?
An Opportunity for Pace & Sustainability
Leading CI Activity and Timeframes
4. CapDo Cycle Time3. Kaizen Teian Cycle Time
6. Policy Deployment Cycle Time2. Daily Assignment Cycle Time
1. SIC & Tag Cycle Time
1 32 4 5 6,7
7. Long Term Business Plans
5. Jishunken Cycle Time
12 month period
FMCG Focus for Flow:Predictable Performance
Continuous and discontinuous improvement
Systems viability through fractal relationships & agendas
Fractal / Recursive CI & Leader Standard Work
Daily Meeting
Weekly Zero Loss
Monthly Review
Annual Strategy
3 yr Plan
Shift Hand Over
Tags
Short Interval Control
MIS
A focus on everyday CI
TopManagement
MiddleManagement
Supervisors
Workers
Key: VSM:- Value Stream Manager. SW:- Standard Work.
Innovation
Kaizen
Maintenance
(Breakthrough)
(Elevating currentstandards)
(Current technological, managerial and operating standards through
training and discipline)Operator SW: 95%
Leader SW: 80%
Supervisor SW: 50%
VSM SW: 25%
Mann's 4 Roles
Mann’s Roles and Imai’s Kaizen Flag:-
CI and Leadership: A FMCG Case Study
What is the CI Culture in the Organisation?
Primary research into leaders’ opinions
LSW Process:ManagementFramework
Ratio of KaizenTo Maintenance
Who?How many?
Where?
FLM
Tier 2 Manager
Tier 3 ManagerSpan of Control
Q1, 2, 3, 4, 5
Function &Location
Maintaining
Kaizen
Breakthrough
Q 8
What is the Kata for CI?
Action ResearchFocus
StandardisedMeetings
Standardised MeetingsWith VOP
Voice of the Process (VOP)
Short Interval Control
Weekly Planning Meeting
Daily Meeting
Shift Hand-Over
Weekly QSE Meeting
Viable (Fractal)
Data Vs Information
Theory of Constraints
0 5 10 15 20 25 30 35 40 45 50
Stresses the less capable
Managing to a Std is not leading
Needs frequent update and audit
Can't be standardised
Meetings are worse
No accounting for styles
Promotes Tick-Box
Loss of focus on the non-std
Stifles Talent
Stifles Improvement, Innovation & Reactiveness
None
% of Response: All Tier Groups
Why is routine equated with constraint?
Negative consequences of standardisation. April 2011
Mainly First Line Managers
Maintenance – Has it been forgottenby today’s Leaders?
TopManagement
MiddleManagement
Supervisors
Workers
Key: VSM:- Value Stream Manager. SW:- Standard Work.
Innovation
Kaizen
Maintenance
(Breakthrough)
(Elevating currentstandards)
(Current technological, managerial and operating standards through
training and discipline)Operator SW: 95%
Leader SW: 80%
Supervisor SW: 50%
VSM SW: 25%
Mann's 4 Roles
Valuing improvement over maintenance?
Comparing Behavioural Values
01020304050607080
Maint'ce Kaizen Innovation
% o
f con
tent
LeadersTeam MembersImai
GAP
GAP
CI Activity Promoted by Company Values
OEE: A Worthy CI Metric (Apologies to Richard Schonberger)
Availability Losses Performance Losses Quality Losses
Set-Up and adjustment
Equipment failure downtime (EFD)
Idling and minor stops Defects and rework
Start-Up and change overSlow RunningPlanned
Loss
UnplannedLoss
Six Big Losses are also flow disruptors: Why TPM’s focus is Maintenance.
Replacing old with new habits
Is Coaching of CI the Domain of the Specialist?
Group Facilitator
"You'reempowered!"
Builder of LearningOrganisations
"Here is our purposeand direction - I willguide and coach"
Task Master
"Here is what to doand how - do it!"
BureaucraticManager
"Follow therules!"
GeneralManagement
Expertise
In-DepthUnderstanding
of Work
Top-
Dow
n(D
irect
ives
)B
otto
m-U
p(D
evel
opm
ent)
Toyota Leaders
A Leadership Model (Liker 2004)
Is CI Habitual for our Leaders?
Current Condition
NextTarget
ConditionVisionObstacle
Encountered
Understandand Overcome
1342
An improvement kata model (Rother 2010)
Driving CI Sustainability
Le
ader
Sta
ndar
d W
ork
Operator Standard
Low
Low High
Hig
h
Line Performance
Line Performance
Line Performance
Line Performance
UnrealisedPotential
RealisedPotential
Unsustainable Potential
UnrealisedUnstable
Unleashing potential and maximising Flow
CI and Leader Succession Planning
Work Groupsize of 4-8
Work Groupsize of 4-8
Work Groupsize of 4-8
Work Groupsize of 4-8
Hourly PaidTeam Leader
Hourly PaidTeam Leader
Hourly PaidTeam Leader
Hourly PaidTeam Leader
SalariedSupervisor
Table 8: GM and NUMMI Comparisons.(Liker 2004, p. 184)
Activities of Leaders (First tier) GM NUMMI
Shop floor working total 52% 90%
Of which: Absentee cover 1.5% 21%
: Ensuring a smooth flow of parts 3% 10%
: Communicating job related information Absent 7%
: Observing to anticipate problems Absent 5%
NUMMI’s work group structure (Liker 2004)
Promotionpath
A real-time Management Information System supporting maintaining activity
From Data to Wisdom
Daily Meeting
Weekly Zero Loss
Monthly Review
Annual Strategy
3 yr Plan
Shift Hand Over
Tags
Short Interval Control
MIS
The High Speed Line – A MIS Design Principle
“Data – consist of symbols that represent objects, events and their properties…. The dashboards of vehicles are filled with such examples.
Information – is contained in descriptions. Knowledge – is contained in instructions. Understanding – is contained in explanations.
Wisdom - …the distinction between doing things right and doing the right things. For effectiveness, wisdom is required. (Ackoff)
Beer & Jackson’s Fractal Models–Aligned to Deming?
Jackson suggests that Hoshin standard work is ‘fractal’.
It is the same at every leadership level, for example, the content is defined, the sequence is defined and the timing is defined:
“Hoshin views the work of every manager as being standardised”.
Deming’s Deadly Diseases for LSW
1 Lack of constancy of purpose
2 Emphasis on short term profits
3 Evaluation of performance
4 Mobility of management: Job hopping
5 Management by use only of visible figures
In conclusion
•A viable business is fractal and so are its CI activities
•Flow is dependent upon maintenance, not improvement
•Maintenance is driven by operator standard work
•Operator standard work is driven by leader standard work
•Driving the pace of CI involves valuing Maintaining behaviours
Questions