PRESENTS:

EDUCATIONAL SEMINAR
Leaders Standard Work

Michael Cambronne
Plant Superintendent

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 Standard Work for Leaders
How does it create rhythm?
Michael Cambronne, Plant Superintendent

AGENDA
• Introduction to Loram

• How Standard work for leaders was first implemented at Loram.

• Danger of stepping away from standard work for leaders.

• What does rhythm have to do with it?

• How Loram has used Standard work for Leaders to create rhythm.

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LORAM (LONG RANGE MANNIX)

• Loram was founded in 1954 by the Mannix family and is currently in the 4th generation.
• The Mannix Sled and Mannix Plow were the first mechanical products which were both
developed in the late 1950s.
• In the 1970’s Loram began it’s rail grinding operations.
• Today Loram has over 1000 employees, multiple different countries with 128 machines
operating in NA alone.

OEM PRODUCTION

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 OPERATIONS

WHY DID WE START

• Standard Work for Leaders was first implemented in 2013

• Part of the Loram Lean Strategic Plan

• To insure Leaders where out on the floor

• Who uses leader standard work at Loram?

o Team Leads, Supervisors , Managers of supporting departments

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 Loram’s Standard Work for Leaders document template

WHAT HAPPENS WHEN YOU STOP?

Metrics not filled out…
How is the group doing?
Basic task start to lack visibility
Basic lean principles start to fall
apart. Housekeeping is the first

Lack of attendance at level

meetings. Lack of support to the
issues on the board

YOU LOSE THE RHYTHM

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 WHY DID IT STOP?

• As a group we had individual leader standard work that did not connect.

• Our leader standard work was not consistent in the expectation.

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WHAT DOES RHYTHM HAVE TO DO WITH IT?

• It’s the drum beat of the team
• The frequency of meetings
• The start of the day connects to the end of the day
• No matter how busy we are, the rhythm does not
change

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HOW DID WE GET BACK IN RHYTHM?

• Established what are those key meetings that need to happen

• Identified the Leaders that need to be in the discussions
• Ensured that we have a flow of information from each level of
meeting and review
• We realized how important this is to our business.

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Plant communication board Shop communication board Work Center Communication Board

Weekly Daily Hourly

VP’s and Directors of departments Managers of support departments Supervisors / Department leads

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 Example of rhythm in the day.
Daily Morning
6am-8am – Personal prep time / emails / review pervious days numbers
8am – 8:30am – Gemba walk of the shop and warehouse boards for current state
8:30 – Production Status stand up meeting (Leaders of support groups for
manufacturing).
8:45 – Department standup meeting at each production board.

Daily Afternoon
3:00pm – Team lead meeting – How did the day go. Plan for tomorrow
3:30pm – Supervisor meeting – How did the day go. Plan for tomorrow
4:00pm – Prep for tomorrows startup. Produce briefing.

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Example of rhythm in the week and month.

Weekly Standard work
Mondays – Staff meeting
Tuesday – One on one with department VP (floor walk and sit down discussion)
Wednesday – Resource planning for the next two weeks with Supervisors
Thursday – Production planning meeting to review the next two weeks
Friday – One on one with admin support

Monthly
Safety Audit of plant
Supervisor safety review update (twice a month)
Financial review from previous month
Quality review and update

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HOW DID IT HELP?

• Very important to our business.
• One meeting flows into another
• Leaders are able to make decisions and continuously improve daily
• You know issues will be addressed by the right people at the right time
• Easy to delegate

WE GOT OUR RHYTHM BACK

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CONCLUSION
• Talked about how Standard work for leaders was first implemented in our group.
• I gave some examples of the danger of stepping away from standard work.
• We talked about what rhythm has to do with it?
• Finally I talked about how Loram used Standard work for Leaders to create
rhythm in our business

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Thank you for joining us!

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LEADER STANDARD
WORK
By Holly Zink
 INTRODUCTION AND DISCLOSURES
• Research Project Development and Education Manager
• Children’s Mercy Hospital in Kansas City
• Associate Editor, Journal of Research Administration
• Society for Research Administrators International
• Doctoral Student
• PhD in Business Management, Strategy and Innovation
• Capella University, School of Business
• Author
• iDoGrants.org
• Mother and Wife
• Oh, and I have no disclosures.
 EXPECTATIONS FOR YOU
• Explain that Leader Standard Work includes
• “what” (timing, content, outcomes) and
• “how” (coaching, problems solving, and accountability).
• Be prepared to put Leader Standard Work into practice.
OVERVIEW OF LEAN AND
LEADER STANDARD WORK
 THE LEAN MINDSET
• A LEAN organization
• understands customer value and
• focuses its key processes to continuously increase it.
• The ultimate goal is to
• provide perfect value to the customer
• through a perfect value creation process
• that has zero waste.
• To accomplish this,
• lean thinking changes the focus of management
• to optimizing the flow of services through entire value streams
• that flow horizontally across technologies and departments to customers.

Reference: From https://www.lean.org/WhatsLean/.

 THE LEAN MINDSET
• It is the way we…
• Think and behave.
• Lead and manage.
• Improve performance.
• Build a culture of safety and continuous improvement.
• Deliver safe, reliable, timely work to our research teams.
• Create a positive experience for our team members and organization.

Reference: From https://www.lean.org/WhatsLean/.

 THE LEAN MINDSET
• How to start?
• Spend time with your job description.
• Record what you do on a daily, weekly, monthly basis.
• Reconcile your ongoing commitments with your calendar.
• Begin defining your short- and long-term goals.
• Define a list of the obstacles in your way to meeting those goals.
 IMPORTANCE OF STANDARD WORK
• Provide a common understanding of the process—the right way to do the
work.
• Improve predictability of results.
• Make abnormal vs. normal clear.
• The basis for continuous improvement.
 LEADER STANDARD WORK
• Leader Standard Work is the regular cadence leaders follow
• to develop people,
• to improve processes, and
• to improve leadership proficiency at all levels.
• It is the framework to
• simply, easily, and visually
• manage our business,
• develop problem-solvers,
• and improve performance.
• Here are a few examples to give you an idea of what Leader Standard Work
sheets can look like.
 BENEFITS OF STANDARD WORK
• Structures and documents the work.
• Establishes the cadence to work.
• Easily identify standard vs. non-standard conditions.
• Supports practicing the routines necessary to ensure the management
system improves.
• Coaches development of problem-solving capability.
• Contributes to increasing the rate of improvement of performance and
development of people.
 TRANSPARENT EXPECTATIONS
• Enables dialogue between each level of leadership:
• Barriers to job.
• Workload appropriateness.
• What is needed from direct reports.
• What is needed from management.
• “Social contract” for leadership.
 MEMORY IS NOT INFINITE
• Document and practice the
routines necessary to ensure the
management system functions Make it
efficiently.
• Reduce your reliance on memory to visual.
get things done.

Make it
permanent.
EXERCISE:
LEADER STANDARD WORK
 BUILDING YOUR STANDARD WORK
• Review Holly’s Leader Standard Work document.
• Reflect on your personal current workload and routine.
• Review your job description and key activities/processes.
• Outline ideas for your Standard Work routine.
• Identify sections you want on your Standard Work document.
 HOLLY’S LEADER STANDARD WORK
• Front
• Monthly and daily commitments
• Follow-up / waiting on / escalated items
• Review checklist
• To-Accomplish list
• Back
• Yearly calendar for goals and deadlines

• Note: Legends are important.

 CURRENT CONDITIONS
• Summarize your:
• Key activities/processes (list 2-4)
• Daily, Weekly, Monthly?
• How do you communicate these items to others in your team?
• Are there any visual metrics/charts/white boards for your team?
• What other technologies are you using to track your to-do list?
• Do you have employees that you are coaching or training?
• How do you use your email inbox – how do you want to use your inbox?
• What would you like to be doing differently?
 READINESS FOR STANDARD WORK
• Ideas for my Leader Standard Work:
• When/where am I going to check?
• How will I learn critical information?
• Who/what will I improve?
• What are my routines pertained to Leader Standard Work?
• Daily Performance: Team check-ins, identify countermeasures.
• Weekly: Check-in on goal progress, metrics, completing tasks.
• Plan Review: Check that units are making progress on yearly objectives.
• Observation/Coaching: Develop leaders through coaching.
• Improvement Rounds: What issues do we need to address?
 SUCCESS METRICS
• Ideas for my Leader Standard Work:
• What/when will I check?
• How to share what I learn?
• With whom?
• Focus on projects to improve.
• When/how will I help implement and improve performance?
• What is something my team can count on me for from a metrics
perspective?
• What key initiatives are my projects contributing to?
 COMMON LEARNINGS
• Needing more consistency with application of the tool.
• Confusing Leader Standard Work with Outlook Calendar.
• Not reviewing Leader Standard Work with leader regularly.
• Focusing on Leader Standard Work on immediate tasks, not strategy or
bigger picture.
• Leader Standard Work is a to-do list, or just check-the-box to get done.
 IMPORTANT INSTRUCTIONS
• Your Leader Standard Work document is designed to be printed as a
double-sided tri-fold brochure.
• Be mindful not to adjust column widths. Each of the 3 panels needs to be the
same width in order to allow for panels to properly align when the page is tri-
folded.
• If your team uses a metrics board, match sections of your Leader Standard
Work to the categorized metrics chosen for your specific area.
 KEYS TO SUSTAINABLE PRACTICE
• Check each level of Leader Standard Work has some overlap and
redundancy to provide linkage – make sure the information is logical and
meaningful to you.
• Learning comes from action, excellence is more about what you do than
what you know. Follow the process!
• Improve – as your processes change, so must the standards of your work.
• Hint: Leader Standard Work needs to change with it!
 KEYS TO SUSTAINABLE PRACTICE
• Encourage and observe others using Leader Standard Work in your
organization.
• Ask questions:
• What are some challenges to using Leader Standard Work?
• Some benefits?
• Look for things that could be added to your Leader Standard Work.
• Gain, maintain and sustain team involvement.
• Update your Leader Standard Work regularly—try new things!
CLOSING QUESTIONS
 REFERENCES
• Mike Rother, Toyota Kata Managing People for Improvement, Adaptiveness and
Superior Results (New York: McGraw Hill, 2009).
• https://www.lean.org/WhatsLean/
RECOMMENDED READING
• Toussaint J. “A management, leadership, and board road map to transforming care for
patients.” Front Health Serv Manage. 2013 Spring;29(3):3-15.
• Toussaint JS, Berry LL. The promise of Lean in health care. Mayo Clin Proc. 2013;88:74–82.
• Scoville R, Little K. Comparing Lean and Quality Improvement. IHI White Paper. Cambridge,
Massachusetts: Institute for Healthcare Improvement; 2014.
• Sampalli T, Dessy M. Improving wait times to care for individuals with multi-morbidities and
complex conditions using value stream mapping. Int J Health Policy Manag. 2015 Apr
5;4(7):459-66.
• Kanamori S., Sow S. Implementation of 5S management method for lean healthcare at a
health center in Senegal: a qualitative study of staff perception. Glob Health Action.
2015Apr 7;8:27256.
LEADER STANDARD
WORK
By Holly Zink