The old model of continuous improvement was to appoint a CI leader who then would take responsibility for driving improvement in the organization. All too often this is like trying to push an organization forward by using a rope. That is to say, not very satisfying or successful at the end of the day and prone to backsliding.
The current best way to build a Lean organization is to develop people and their skills to solve problems in their span of control on a daily basis, rather than periodic kaizen events. This approach involves everyone in the effort every day, not just during kaizen events.
A "Tiered Coaching Model" can be an effective way to leverage the entire organization toward the goal of developing people and their skills. By creating a "Target Condition" we can define the future state in a way that can be measured to know when we have achieved it (and then define a new Target Condition).
A sample Target Condition is “All fabricated components for a particular unit are kitted before Paint so they can then flow to Assembly in one movement.” (This avoids delays in Assembly by waiting for one or more components to get painted.)
To achieve this it is necessary to create an organization which is committed to continuous improvement and coaching of employees to develop their skill at seeing waste and acting on it..
To develop this new structure requires a tiered organization in which shop floor employees are supported by “coaches” who are a select group of shop and office employees.
The coaching role is to be a first resource for shop floor personnel who need some assistance with making changes. Coaches check in with individuals on a regular basis and provide them with things they need to make improvements in their area. This could include help with printing labels, ordering supplies, or providing training on the Lean tools required to make specific improvements.
To support the coaches, several "champions" each oversee a specific area of the operation to coordinate activity and provide coaches with the resources needed to perform the coaching role in whatever they need to help the shop floor team.
To support the champions, the executive leadership team provides organizational direction and resources to help them support the coaches in their needs. A graphic representation looks like this:
By using a Tiered Coaching Model you can get the needed direction from top leadership and involve everyone in the effort to make improvements daily. This model still requires other Lean tools, like Value Stream Mapping and periodic kaizen events, the biggest differences are daily incremental improvement, (like Paul Akers demonstrates using 2 Second Lean in the video links below) and involving everyone every day in the effort.
There are a lot more specifics to the Tiered Coaching Model, however this brief overview should allow people to see the benefits of using a planned model rather than "hope" as a method for continuous improvement.
Enjoy the holiday spirit. All the best.
I recently became part of the roster of ASQ national Six Sigma instructors. When I know what and where I'll be teaching I'll let you know.
If you're an old hand at Lean and are ready for a new challenge why not try some Six Sigma Green Belt training? It's still CI but with a different toolkit based on data and statistics to go after deeper, hard to solve problems that Lean may not eliminate.
Project coaching is part of the course to help walk you through applying new concepts to your company issues. A new class starts on January 16.
Check the website for more information under 'Training Events'. You can access the page by clicking here.
I had an article published in the December 2019 issue of the ASQ Lean Enterprise Division's E-zine on a simple exercise illustrating the power of flow vs batch. The whole e-zine is full of interesting information and worth browsing. My article starts on page 27. You can download a copy by clicking here.
Kata in Real World Situations
Kata is a term used to describe how Toyota uses a formal approach to train its employees (AKA 'learners') to improve their continuous improvement (CI) skills. This article addresses 5 questions to use when talking with people on the shop floor to use the kata approach to improve processes without all of the formality. It steps the learner through the process of improvement in a natural easy-to-use way that helps them build their skills.
"The Most Dangerous Kind of Waste is the Waste we don't Recognize." Shigeo Shingo
CI Terms Defined
" Pareto Chart"
According to Wikipedia, "A Pareto chart is a type of chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line." A typical pareto chart is shown below:
Pareto charts are typically used to focus attention on the "vital few, instead of the trivial many" factors (AKA the 80-20 rule) that influence our operations. In the example above the largest bars show the most frequent reasons for late arrivals.
It would be a mistake to focus on the reasons of 'Weather', 'Overslept' or 'Emergency'. It would be completely appropriate to focus on 'Traffic', 'Child Care', and 'Public Transportation' as they contribute close to 80% of the occurrences for Late Arrivals.