Managing For Daily Improvement

Creating Alignment, Developing People,

And Getting Things Done

SOAR 2018
Macon, Georgia
 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
 Traditional vs/ Lean Work Environment

In a Lean System,
Traditional Lean ABNORMALITIES are
 Complex  Simple and visual EASILY SEEN

 Management by status reporting  Management by sight

 Push system
 Just-in-case inventory
 Batch production
 Long Lead Time
 Functionally managed
 Inventory as needed
 Single item or small lot size
 Minimal lead time
 Quality built in
 Value stream managed
 Leadership in a Lean Environment
Creating a culture of
Traditional Lean PROBLEM SOLVERS
 Staff meets goals set by leader  Ensures team goals support vision
 Leader plans  Direction setter (visionary)
 Information controller  Information conduit (sharing)
 Sole problem-solver  Facilitates ‘root cause’ analysis
 Technical Expert  Technical resource
 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?

 Current State of Organizational Alignment

1. Who are we and where are we as an organization going?

2. How do we measure performance about what is important?
3. Did we have a good day / week / month?
4. How do we decide to allocate efforts and limited resources?
5. What actions do we need to take to get back on track?
6. How do we sustain/track improvements?

Who Should Be Able to Answer?

 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

 Definition of MDI

Use data from “MDI” and

“Point Kaizen” to produce a very strong
Kaizen Event for one week

Attack problem highlighted through

Managing for Daily “MDI” with a few people
Improvement is the Lean
mindset, tools and
techniques you use on a
daily basis to implement
Daily Keep standards and visual control
Solve problems daily
and sustain improvement in Improvement
your work area.
(MDI)

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 Where Should We Be Spending Our Time?
Top Policy Deployment
Management (Breakthrough
Strategy)
Middle
Management Kaizen

Supervisor

Front Line Managing Daily

Associate Improvement
Percent of Time 0% 25% 50% 75% 100%
The Target Audience for MDI, and the Phased Approach to implementation, is
the Operator through Production Manager

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 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
Daily Abnormality
Accountability Management
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 Visual

process when conditions are off-track; Ongoing tracking Controls
of recurring issues and actions taken to prevent them

10 10
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 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
 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
Visual Management Example
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.
 Creating Effective KPIs is as much ART as SCIENCE
Constantly Monitor and Revise

1. Sparse 6. Correlated
2. Drillable 7. Balanced
3. Simple 8. Aligned
4. Actionable 9. Validated
5. Owned

Remember everyone should see value and ACTION

 Deming’s PDCA CYCLE

Implement
Plan Have the
Experts
Culture of
Solve the
Daily PDCA
Problems
throughout
and Our
the Act Do Focus is to
organization
ENABLE
THEM

Check
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 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
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
Tiered Meetings – Integrated and Connected
Progress Through the Facility – Dept. by Dept.

1 5 6
2
4

• Start at the end and 3

work back
• 5-8 minutes at each
board
• All/Most major
functions participate
 Coaching Questions

1. What are we trying to achieve?

2. Where are we now?
3. What obstacles are in our way?
4. What is our next step, and what do we expect?
5. When can we see what we’ve learned from
taking that step?

Go See…Ask Why…Show Respect

There is a Right Way and a Wrong Way
Questions/Comments?

Paul Todd

Project Manager
Georgia Tech
Manufacturing Extension Partnership
478-471-5382
Paul.Todd@gatech.edu