Creating a Lean Culture

Visual Management
Daily Accountability &
Tedd Snyder
Tiered Metric Boards Tom Groth
Snyder Consulting & Associates Thermo Fisher Scientific
tfsnyder@charter.net tom.groth@att.net
Continuous Improvement
• Cost Reduction
– Reduce year on year
expenses
• Capacity Increase
– Do more with the same
number of people
• Customer Satisfaction
– Focus on what matters
most to customers
(internal and external)
 Visual Management

What do we know about the basketball

game by reading the scoreboard?
 Visual Management

We use visual management every day…

Visual Management

• What can you tell us

about the performance
of this workplace?
Visual Management

• By adding visual
management the team
can monitor the metrics
that matter most
 Visual Management

A Lean culture depends on visual management, which begins with 5S

 Visual Management – 5S

Are you more productive working in one of these environments?

Why or why not?
 Visual Management – 5S

When creating a Lean environment follow one simple rule

Everything has a place and everything is in it’s place
Why is that important for productivity?
Visual Management

• What is the impact of

making this list visible?
Visual Management
• Processes which rely on
equipment can use
daily accountability to
monitor:
– Run time
– Change over time
– Down time
• Where is the gap?
– M1 to M11
 Visual Management

Identify the top processes in your workplace and make them visual
White board, colored tape, post-it-notes, and a label maker
 Visual Management

• Use visual management to level load invoice

processing and track progress throughout the day
Visual Management
• Error proof the process
by adding Red, Yellow,
Green to a process
• The employee can
quickly and accurately
determine if the
measurement is within
specification
Visual Management

• How is a red tag process

used as a form of visual
management and
quality control?
Visual Management

• How can a visual

scheduling process
improve productivity?
 Visual Management

• Add employee photos to personalize visual management

• Track progress of tasks in queue, in progress and completed
 Visual Management

Use visual management during daily stand up meetings

Daily accountability
Daily Accountability

• How are daily stand up

meetings similar to a
football teams huddle
at the start of each play
 Daily Accountability

• What is the purpose of a daily stand up meeting?

• What should the standard work for the meeting
include?
 Daily Accountability

• Purpose
– Communicate status, identify problems,
communicate problem resolutions
• Same time, place and attendees each day
• Follow an agenda
• Review top metrics (3 – 4 maximum)
• Plan versus actual from the previous day
– Identify gaps in performance
– Ask WHY?
• Involve everyone on a regular basis
Daily Accountability
• Top metrics
– safety, quality, delivery,
inventory, or
productivity
• Assigned action items
with due dates
• Identify gaps and report
on solutions
• Employee recognition
– Proactive solutions not
fire fighting
Daily Accountability
• Every metric must contain
a goal
• A run chart displays plan
versus goal
• When you hit the goal
recognize the team and
move on
• When a gap is identified
treat it like a piece of gold
• Attack the problem not
the person
Daily Accountability

• This run chart

documents plan versus
actual
• Clearly communicate if
we had a good day or a
bad day allowing the
team to make
adjustments as needed
Daily Accountability
• We can quickly identify
process gaps by creating
a day by the hour plan
• How many units will we
make each hour today
• The leader can track our
progress versus plan
every hour and make
adjustments as needed
 Daily Accountability

• Number of units produced each hour; Plan versus Actual

• In this case we missed the 9:00 production plan (i.e., gap)
• Focusing on the 5 resources of production (manpower, machinery,
method, material and environment) the leader was able to make
adjustments to achieve plan for the remained of the day
• Overall we had a RED day
• During tomorrow’s stand up meeting the team will report what
happened and what is being done to prevent the problem in the future
Daily Accountability

• During a daily stand up

meeting the tendency is to
tell the team about a
problem (i.e., report the
weather)
• Instead quickly define the
gap and tell your peers how
we fixed the problem
• If the solution is not know
capture an action item to
provide an update by a
certain date
Traceability Matrix
• Employees capture issues
and update the
traceability matrix prior
to the daily stand up
meeting
• Review the information
weekly and identify
trends that require the
teams attention
• In this case the team
should focus problem
solving activities on part
shortage and rework
Tiered Metric Boards
• An organization is made
up of several teams and
departments working
together for a common
goal
• Linking daily
accountability meetings
is a powerful method to
improve
communication & solve
problems
 Tiered Metric Boards
• Tier 3
– Operations manager, quality, value stream managers,
purchasing, supply chain, human resources, logistics
– 9:30 AM until 10:00 AM
• Tier 2
– Supply chain, planning, value stream managers
meeting with their cell leaders
– 8:45 AM until 9:00 AM
• Tier 1
– Individual production cells meet
– 8:00 AM until 8:15 AM

Operations example