How can Lean tools promote accountability and ownership in leaders?

Lean Manufacturing tools significantly enhance leadership accountability and ownership. - Visual Management: Tools like Kanban boards increase transparency and accountability. - Standardized Work: Clear processes clarify roles and responsibilities. - Continuous Improvement (Kaizen): Encourages proactive ownership of improvements. - Root Cause Analysis: Empowers leaders to address problems effectively. - Gemba Walks: Regular on-site visits connect leaders with real-time operations. Lean principles are not just production tools... they're catalysts for developing accountable leaders. #LeanManufacturing #LeanLeadership #ContinuousImprovement #OperationalExcellence How have Lean tools impacted your leadership style? Share your experience!

In my experience as a production supervisor and lead investigator, I found Gemba walks helped in building soft skills. To support the previous perspective, sometimes rifts exist between management and staff, so participating in Gembas offers an opportunity for collaborative discussions where line associates can express themselves in a forum where their perspectives are valued.

Gemba walks- Actual existing facts Kaizen events- changes to improve Modify the standard work procedures based on results. These three steps can lead to remarkable improvements in work place & finally lead to a lean system

Many people miss the true intention behind Gemba walk - make decisions as close to place of action as possible. Absolutely must for leaders to remain grounded.

Lean and Six Sigma are methodology used to streamline your business. It removes anything that is not adding value and make your processes effective, efficient, reduce variation, reduce Waste-DOWNTIME and create a flow. Some examples of lean tools are Gemba Walk, 5S, Poka Yoke, Pull, Push, SOP, Jidoka, Kanban , 5Why, Fishbone Diagram, value Stream Mapping, process chart, flow chart etc The purpose of these is to make you accountable and responsible for bringing discipline to your business. It educates you to take responsibility for your project. Identify problems, measure, analyze and improve the process and quality using these tools and main challenge is control and sustainability. Once you learn how to do that, you can succeed.

A3 is good however any other problem solving tool like 8D can also work if done in the right spirit. Telling the complete story is the key here.

A3 is PS tools with 8 steps methodology. 1. Define the problem clearly in the background by asking the 5W2H question. 2. Measure and plot the how does your problem look like using statistics and flow charts. 3.Set the target to the problem 4. Set up the counter action for mitigation on problem on quickly basis. 5. Drive RCA and identfy the cause for the problem. 6. Set up implementation plan with action owner. 7.Measure the result trend for 12 month. 8.Reflection on the problem solved with other units with HD.

Entendo que o A3 é mais do que uma folha de papel ou uma ferramenta, mas um modelo mental de resolu??o de problemas. Baseado no PDCA nos leva a defini??o clara dos problemas, mapeamento das causas e um direcionamento para sua melhora ou resolu??o. O mais importante é que seja construído em time e o grupo participe do processo. T?o importante quanto a resolu??o do problema é o processo de cultura de causa raiz envolvido no processo.

A3 Problem Solving: A3 problem solving is a structured approach to problem-solving that requires leaders to define the problem, analyze root causes, develop countermeasures, and establish accountability for implementation. This tool ensures that leaders take ownership of problem-solving efforts and drive sustainable improvements.By using these lean tools, leaders can establish a culture of accountability, where they take responsibility for their actions, drive continuous improvement, and empower their teams to do the same.

By using A3 reports, the team involved in the improvement process can easily visualise and understand project details on a single page, promoting clarity and effective communication. This approach also encourages systematic problem-solving and continuous learning. It is a valuable tool for promoting a culture of continuous improvement in organizations.

Important to reach organizational alignment which many a times if the root cause of poor results. It is however for a bit evolved organizations who have done the basics of lean.

The Hoshin Kanri method establishes accountability by defining objectives for each leader. Unlike filing goals away until year-end, Hoshin Kanri prominently displays them on a matrix in an open setting, preventing oversight. Clear, time-bound objectives eliminate ambiguity and ensuring on what must be achieved. The systemic Hoshin Kanri matrix facilitates cascading and deploying strategic objectives at operational levels, ensuring visible accountability throughout the organization. When consistently applied, the method creates a feedback loop to confirm objectives or prompt corrective actions for identified gaps. In summary, Hoshin Kanri's visibility, cascading, and regular follow-ups actively promote accountability in organizations.

- Hoshin Kanri helps to cascade down the leadership vision and strategies to the bottom most levels. - The main difference between Hoshin and traditional KPI cascading methods would be, in Hoshin, it not only cascade ‘what’ to achieve, it directs ‘how’ to achieve as well - For an example; in Hoshin, it not only cascades the defect % reduction target, it would indicate that defect reduction should be achieved by implementing Built In Quality methodology - When Hoshin is documented on the PO matrix, a summary document that consists of Strategies, KPIs, Ownership and Results with total connectivity, gives a clear overview of how accountability is distributed among the leadership and respective teams.

Leans tools helps organisation to get away with various MUDAs behind which many other real inefficiencies can be hidden. Once losses are eliminated or reduce, real problems gets surface out and people’s ownership about those inefficiencies become more visible. Such visualisation effect brings more accountability in the organisation. Policy management per say is a tool to bring alignment between organisation priorities and the action of people to achieve or realise the vision mission of organisation. Lean tools can be considered as means to achieve many priorities set by organisation.

O Hoshin Kanri é o primeiro passo para eu sair de uma gest?o de curtíssimo prazo no modelo "deixa a vida me levar" para uma gest?o onde premissas s?o estudadas e definidas e indicadores s?o acordados e escalonados. N?o ter um Hoshin Kanri é iniciar errado qualquer ciclo de melhoria contínua, pois dificilmente teremos clareza da onde partimos e quais s?o as nossas maiores necessidades. E como o gato disse para Alice na encruzilhada, "se n?o sabe para onde vai, qualquer estrada te serve" o papel do Hoshin é eliminar esta falta de dire??o e do que precisa ser feito.

We can agree that Kaizen is a powerful tool in the hands of those who know what it is. I have seen places where the visual management posters i.e. 5S, Kaizen Newspaper, A3 reposts and Stand in Circle marking etc. However, on interviewing a few individual you find a complete disconnect. It is a good indicator of resistance, meaning things are not moving despite of signage and visual aid. When you confronted with areas reality, it is a sign that there are some areas that are moving and you might be able to move significantly. For example employing key question to identify leverage point could help locate a bright spot in the system. Then look for positive deviations then create ways to intervene. This can be an insightful ways to intervene.

O evento Kaizen é um excelente momento para envolvimento de todas as pessoas da organiza??o com as ferramentas e estratégias Lean. O Kaizen deve ser um evento de todos, o time do Lean Manufacturing deve atuar apenas como Coaches e Experts, ajudando o time com as ferramentas certas e as decis?es gerenciais / técnicas mais adequada para cada processo ou melhoria. No final de tudo todo processo tem um Process Owner e Executive Sponsor, quanto mais envolvidos eles estejam, mais maduro será o Lean nesta organiza??o.

Having applied Kaizen techniques in a high volume, high tech environment I can testify to the benefits it can deliver. It is imperative, however, to ensure the team has the appropriate mix of relevant experience, in depth knowledge of the workplace and the authority as well as the responsibility to introduce the changes required. Training in the process is essential as well as with the implementation of the improvements identified. Beware of resistance of the "not invented here" and "we have always done it this way" type syndromes!

Os Eventos Kaizen, fundamentados na filosofia japonesa de melhoria contínua, oferecem uma abordagem eficiente para impulsionar transforma??es nas empresas. Ao reunir equipes multidisciplinares, promovem a identifica??o e elimina??o rápida de desperdícios, gerando melhorias significativas nos processos. O engajamento colaborativo resulta em solu??es inovadoras, enquanto a agilidade proporciona respostas rápidas às demandas do mercado. Integrar tecnologias emergentes, como análise de dados, potencializa a eficácia dos Eventos Kaizen. Em síntese, essa metodologia é uma ferramenta ágil e eficaz para a disrup??o positiva nas organiza??es.

Most engineers hate Kaizen. Analysis paralysis can happen when the team feels the need to answer every question, and collect every data point before making a move. It truth, it can be far better to analyze what you can, make a decision, and move. This requires tolerance for the occasional failure, and if the context does not allow this, then more time may be required.

Standards are of the utmost importance for accountability because if there are no standards you can not hold people accountable for their actions. Important questions to always ask: 1. Is there a Standard? 2. Is the standard being followed? 3. Can the standard be improved? Before moving to the next questions the answer must be YES. Otherwise you need to solve that problem. We generally want to improve standards before making sure the standard exists and people are following them. These missed steps often cause chaos in the workplace and no improvement.

Standard work is a lean tool that is used from the beginning of using lean tools through to the end. Standard work for the operators to ensure they are conducting the required work safely, with the best quality focus in mind, and to accomodate the best current process to achieve the best efficiency. Standard work for leaders should be in place for sustainment of completed action items in problem solving, audits to ensure 5s is conducted properly, and that people are following their standard work are just a few examples.

Lean Leadership is promoting to focus in customers requirements first/ CTQ. Standardization starting with 5S require the ownership/ responsibilities definition as well. Al together create a "change for the better" culture which has a consequence of stable quality, trust and business success. Encouraging innovation and improvement. This will create a culture of continuous improvement while increasing efficiency, productivity, consistency, reliability, and reducing risk of errors or defects.

Imprescindible para la mejora, es la guinda del pastel de cualquier resolución de problemas la “A” del PDCA, siempre acabar con una nueva “mejor forma de hacer las cosas” un nuevo estándar. La ausencia de instrucciones-protocolos estándar, buenas prácticas es una de las causas aleatorias de variabilidad de un proceso, por tanto una oportunidad de mejora. El trabajo estandarizado se alimenta del proceso y de quienes lo operan, estandarizar desde un despacho probablemente nos lleve a un manual de biblioteca con poca posibilidad de ser implementado de forma efectiva y con una probabilidad altísima de no ser seguido. El trabajo estandarizado es una buena forma de integrar la Seguridad, la Calidad y el Medio Ambiente en nuestros procesos.

In an agile world, most leaders despise standards and guidelines. They can get in the way of “doing more with less”, especially when rigidly applied. Variation exists everywhere in the natural world, and applying standards to reduce variation is important. Standard work does need to be reviewed and improved, but the value of controlling production is too high to ignore standardization.

???????????? ?? ???????????? ?????????? ???????????????????????????? to define & communicate and track the vision: In Daily Management for Improvement, a tiered accountability process is a communication routine that identifies what’s critical KPIs & their performance, exposes gaps, celebrates success & focus on improvement. ???????? ?????????? ??: Daily Huddles Who: Work Group Leader+Team Members Discuss Performance Metrics, Employee Engagement & New Improvement ???????? ?????????? ??:Daily Gemba Walks Who: Operations Leaders+Support Groups Discuss: Performance Metrics, Problem Solving, Improvement Actions & Support Required ???????? ?????????? ??: Leadership Gemba Who: Sr. Leaders & Staff Discuss: Site KPIs, Roadmaps, Action Plans, A3s

Some people misuse the Pareto principle, and end up losing ownership. REAL EXAMPLE: I saw a plant leader looking at the cost breakdown of their products, and say: 80% of the cost is in the supply chain, so we need to ask the suppliers to reduce their costs. I said: If your suppliers do the same exercise, they'll blame their own suppliers. Ultimately, it's nobody's problem! What you need to look at is the pareto of what is under YOUR responsibility. Yes, suppliers need to do the same, but I wanted to make sure he took ownership of his own contribution to the costs.

Steps 1 - 5 are all good "how to's" They don't promote accountability. You can have all of them, without accountability or urgency. Accountability comes from leaders who understand the "why": 1. Set the right example, promote a culture and mindset of "can do, will do" 2. Set the right expectation. You will get what you are prepared to put up with 3. Set positive and negative consequence for non-delivery against the above and follow though on it. Ensure the appraisal and one-on-one system is aligned 4. Promote honesty to speak up when targets or deadlines won't be met and seek to understand and address why 5. Actively discuss accountability as a group regularly to understand "how you are doing" 6. Deal with toxicity

Lean manufacturing goes beyond efficiency, focusing on empowering individuals and fostering a culture of continuous improvement. Lean tools, such as visual management and daily stand-ups, can enhance accountability by providing transparency into processes. By involving teams in problem-solving through tools like Kaizen events, it encourages ownership and responsibility, contributing to leadership development. Overall, the integration of lean tools aligns with the principles of accountability, ownership, and leadership development in a holistic approach. For instance, tools like Gemba walks, 5S, kanban, Kaizen makes more impact.

The Heijunka Board could promote accountability and ownership in production line members. This board enables production to efficiently meet customer demands while avoiding batching and results in minimum inventories, manpower, and production lead time through the whole value stream.