What will drive Lean Management System is the “Why” more so than the “How”. The “Why” provides the clear strategic intent which will provide the fuel for Leader Standard Work. Standardizing your work provides opportunity to spread it within your organization and make it easier for customers to go deeper into your organization for knowledge sharing. This provides a flood of new ideas for innovation and co-creation opportunities. But even more importantly it secures a vendor-customer relationship or partnership that is difficult for others to replicate. There is a presentation on Slideshare utilizing this slide deck.

1. Service
by Joe Dager, Business901
Lean
DesignService
EDCASDCA
PDCA

2. Lean Management System

3. 4 Principle Elements
of a
Lean Management System
1. Leader Standard Work
2. Visual Controls
3. Daily Accountability Process
4. Leadership Discipline

4. Process
Focus
Leader
Std. Work
Visual
Controls
Daily
Accountability
Leadership
Discipline

5. Creating a Lean
Culture
Tools to Sustain Lean Conversions
by David Mann
Lean Management System

6. Leadership Discipline
FuelVisual Controls
Transmission

7. 4 Benefits of Leader Standard Work
1. Translates vague Lean principles
2. Repeatable systems
3. Continuity of best practices
4. Enables average person to consistently deliver
above average results

8. Consistently Deliver thru
1. Daily direction
2. Focus on process
3. Simple Step-by-Step routine.

9. Visual Controls
1. Represent lean's emphasis on process.
2. Timely maintenance of visuals provides physical
evidence of leaders' discipline.
3. The visuals with their process data are brought to a
standard, often daily accountability meeting.
4. Circularity is good, it is designed to be – represents a
closed loop

10. Daily Accountability Process
1. Provides the steering wheel: Task assignments for
which improvements will be worked on
2. Provides the throttle, or the due date and resources for
the improvement task
3. Reinforce the lean management system's focus on
process
4. Weekly accountability sessions can also be used.

11. Line of Sight
Know what your Team
Members are doing
• Daily Standups
• Weekly Tactical
• Monthly Strategic
• Quarterly Strategic

12. Not to Difficult
1. Leader Standard Work
2. Visual Controls
3. Daily Accountability Process
4. Leadership Discipline

13. Leader Standard Work checklists should be
followed for large percentage of lean tasks.
Time devoted to completing leader standard work
1. Team Leaders - 80% of their
2. Department Supervisors - 50%
3. Value Stream Managers - 25%
4. Executives - 10%
Leader standard work should be consciously designed to allow discretionary
time to do non-repetitive things like respond to problems, train people, and
work on improvement tasks.

14. Visual Management

15. Lean Engagement Team
Value Stream Manager
Team Coordinator
Actors
Support Team
Actors

16. This entire customer journey could be managed by one
team or it could be passed to another team that
manages only a portion.

17. One Team could manage multiple Customer Journeys

18. The Value Stream Manager (VSM) represents
the product/service markets and the business.
Team Coordinator (TC) maintains the integrity of the
processes through coaching and predefined control points.
The Actors and Support people are a cross-functional group
whose number and expertise are derived from the customer
journey. This Team does the actual sales, providing content,
technical functions, trials, testing, etc.
Overview:
Actors

19. First consider the kind of team needed:
• Creativity (EDCA)
• Problem Resolution (PDCA)
• Tactical execution (SDCA)
The Actors/Support Teams
Actors

20. Value Stream Manager
Actors

21. Team Coordinator

22. SALES SDCA/PDCA/EDCA

23. Actors
Team Member

24. Visual Management

25. Visual Management

26. Lean Management System

27. http://leanmarketinglab.com
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