Lean Management

System
Foundation: Leadership and Daily Management

Prepared by:
Rifki Rizal
Top Coach Indonesia
House of Lean
 Lean Leadership Development Model
Let’s
Start 1 Commit to Self Development
Here Learn to live values through repeated Learning
Cycles

P P
A D A D
C C
VALUES
4 Create Vision and Align Challenge 2 Coach and Develop
Goals Kaizen Mind Others
Create vision Go and See See and challenge true
and align goals vertically Teamwork potential in others though
and horizontally Respect self-development
P P learning cycles
A D A D
C C

3 Support Daily Kaizen

Build local capability throughout for daily
Management & Kaizen
PDCA - Core of Lean Leadership

From Toyota Way to Continuous Improvement

 Lean Leadership Development Model
1 Commit to Self Development
Learn to live values through repeated Learning
Cycles

P P
A D A D
C C
VALUES
4 Create Vision and Align Challenge 2 Coach and Develop
Goals Kaizen Mind Others
Create vision Go and See See and challenge true
and align goals vertically Teamwork potential in others though
and horizontally Respect self-development
P P learning cycles
A D A D
C C

3 Support Daily Kaizen

Build local capability throughout for daily
Management & Kaizen
 Coaching and Developing Others
• Learning to assess the current understanding and skills of other people
• Coaching others to develop expertise in disciplined problem solving
• Breaking down tasks to give people appropriate assignments to increase their skill
to the next level
• Teaching by questioning, instead of by telling
• Ability to build trusting relationships
• Interpersonal skills to balance praise with critical feedback
 Job Relation
1. Berikan kredit positif langsung tanpa
menunggu
2. Pastikan anak buah memahami
esensi dan pentingnya aktivitas yang
dilakukan
3. Pastikan mereka diberitahu di awal
tentang rencana perubahan yang
akan berdampak pada mereka, bantu
mereka untuk bisa menerima
4. Tempatkan di tempat yang paling
membuat mereka brilian dan
berkembang
 Lean Leadership Development Model
1 Commit to Self Development
Learn to live values through repeated Learning
Cycles

P P
A D A D
C C
VALUES
4 Create Vision and Align Challenge 2 Coach and Develop
Goals Kaizen Mind Others
Create vision Go and See See and challenge true
and align goals vertically Teamwork potential in others though
and horizontally Respect self-development
P P learning cycles
A D A D
C C

3 Support Daily Kaizen

Build local capability throughout for daily
Management & Kaizen
Work Groups of Continuous Improvement

Group Leader

Team Team Team Team

Leader Leader Leader Leader

TM TM TM TM TM TM TM TM TM TM TM TM TM TM TM TM TM TM TM TM

Notes
Ideal TL:TM Ratio= 1:5
Group Leader (GL) = 1st level of management
Team Leader (TL) = Alternates working production and leadership roles.
Team Member (TM) = Production worker
Visual Management Boards for Work Group
 Lean Leadership Development Model
1 Commit to Self Development
Learn to live values through repeated Learning
Cycles

P P
A D A D
C C
VALUES
4 Create Vision and Align Challenge 2 Coach and Develop
Goals Kaizen Mind Others
Create vision Go and See See and challenge true
and align goals vertically Teamwork potential in others though
and horizontally Respect self-development
P P learning cycles
A D A D
C C

3 Support Daily Kaizen

Build local capability throughout for daily
Management & Kaizen
Visual Metrics Aligned from Top to Bottom
Plant-Wide
Stamp Body Paint Assembly

Assembly Division I
Door Trim Chassis Final
Trim Shop
Trim 1 Trim 2 Trim 3 Trim 4

Floor Management Development System:

X Problem Trim Group 1
Safety Qualit Productivit Cost HR

. . . ..
y y
Hoshin
Shop KPIs
Vision

Main KPIs x x
x
x x
.. . . .
Process X
.. . . . .... . X

KPIs
Sub-KPIs
X X . . . ..
 Visualization & Striving to Meet Aligned Standards

Who Forum Frequ’cy Detail

Consolidated Plant
CEO, Group
MOR 1/Mth Performance -vs- Prev
Exec President, EVP Month and Budget
Mgmt
Who Forum Frequ’cy Detail
“Workers are far Consolidated Plant
Group VP, OP DIR Conf Weekly Performance to Std
more committed and Regional OPS Call KPIs -vs- Prev Week
do a far better job
Who Forum Frequ’cy Detail
when they Summary of Each
Direct
understand how Plant Level Plant Manager
Run Mtg
Daily Product Area to STD
For Each KPI
they can have a
Who Forum Frequ’cy Detail
positive impact on Summary of Each
Shift
the outcome.” Production Area Area Manager
Mtg
1/Shift Product Line to
STD for each KPI
--Gary Convis
Who Forum Frequ’cy Detail
Prod Plan -vs- Actual for
Production Line Supervisor
Board
1/HR
Production Pace
 Lean Leaders are at the GEMBA,
Asking Questions, Listening Thoughtfully
Bad news first
Every concern
is legitimate

Let’s focus on facts

And figure this out

together
 Relationship between Strategic & Daily Management
Daily Mgt with Kaizen

P
A D
P C
Strategic Alignment
Performance

A D
P C
A D
C
(KPI)

P
A D
P C
A D
P C DM with no SA
A D
C SA with no DM
Time
- Both are essential - Maintain good balance
Comparison between MBO and Strategic Alignment
Management by Objectives Strategic Alignment

Short-Term, No Philosophy Long-Term, Strong Guiding Principles

Results Oriented Evaluation of Effort Concerned with Results and Process with
Focus on People Development

Top down Top down Direction Setting and Bottom-up

Communication flow of Information and means

Directive Participative

Primarily Authority Oriented Primarily Responsibility Oriented

LEAN
Making Lean Management Go
Lean Daily Management Elements
 What is Leader Standard Work?
• The repetitive activities are
designed to identify abnormal
situations such as:
– Non-standard work
– Non-standard labor
– Non-standard inventory
– Non-standard output
• This is done where the work
takes place, “The GEMBA”
• Organized, Visual Management
helps leader see abnormalities
Leader Standard Work
 Asset Kanban
Deep
Management Dive TPM
Vendor
Board Today Sheets
Support
Hiring
Plan

Maint
HR
Std
Work

Shipping Warehouse
Sheet CSR

Process Finance
Performance

Receiving
Board
Engr
Plant
Mgr

24
Leader Standard Work is a necessary step in the beginning stage
until leaders develop so it is “the way they think and act”

25
Leader Standard Work
Leader Standard Work Example:
Leader Standard Work Example: Manager
Visual Control
Daily Accountability
Daily Accountability
Leadership Discipline: Problem Tracking
Leadership Discipline: Audit
Lean Daily Management Implementation