Sustaining Lean: Creating A Culture Of Continuous Improvement 1st Edition Charles Protzman; Fred Whiton; Joyce Kerpchar - Solutions

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If you have not started, which single practice do you think you’ll choose to begin? Why
Do you regularly assess your progress in improvement initiatives? Either way, what’s the effect?
Does your organization rely on outsiders to maintain discipline, or is disciplined adherence to defined processes maintained internally? Why do you think one way or the other is best?
Do leaders here regularly gemba walk in production areas? Are these inspection and to-do assignment tours only, or do they also include assessment, coaching, and teaching?
Are visual controls, if you have any, kept current in your workplace?Either way, what has been the effect?
Do leaders have standard work in your workplace? If so, what effect has it had on consistency and performance?
Can you identify individual leaders in improvement initiatives who take responsibility for setting expectations, following up, and holding people accountable? What effect has this had, compared with initiatives lacking this kind of leadership responsibility?
Is progressive discipline used here for performance problems as well as for problematic conduct? What is the effect on the sense of equity in the workplace?
What kind of Lean training is done here? Classroom, self-study, handson coaching, PDCA (plan, do, check, act) experiential learning? How effective has it been in supporting a robust Lean initiative?
Do people have a regular, effective vehicle for suggesting changes to the work process, tools, task sequence, or other aspects of how the work is performed? Are suggested changes regularly tried out and put in place? Do people have the opportunity to work on implementing their suggestions? What is
Are there standards for jobs that people need to meet, or are people allowed to just do the best they can? Does this affect morale one way or the other?
Are jobs and tasks regularly shared here, or do people always do the same work in the same place? Do you think this has any effect on the ability to improve processes?
What are the implications, if any, for employees who miss an abnormally large number of workdays? For employees who virtually never miss workdays? Is there any discernable effect on overall morale?
Is it easy to tell who is responsible for taking a given action to solve a problem or implement a solution? Examples?
What kinds of people get involved in problem solving and process improvement here? Enough so things happen quickly, or so few (often only busy technical-professional specialists) that some problems seem never to get addressed?
Is there an approach to resolving problems that is used regularly? If so, what is it?
How long does it take here to solve problems, or at least make progress on reducing them; do things happen quickly, or does it takes major effort, project teams, and lots of resources before action happens?Examples?
Do solutions to problems here eliminate the causes or put on a patch to protect you from the problem the next time(s) it happens? If patches, what are some examples?
Are problems here treated as opportunities to improve, or just one more thing to tolerate and work around?
Is there some balance between the focus on process and the focus on results? How does this show in what things are measured and what stimulates action in response?+
Does new process design here take account of differences that will be called for in leaders’ behavior in support of the new process? What effect has this had on the success of changes in processes?
How are problems treated here? As things to be handled for the moment, issues to be covered so we can move on, or opportunities(however momentarily unwelcome) to make improvement?
How would you describe follow-up here? Disciplined, haphazard, sometimes inconsistent, variable from leader to leader, situation to situation?What is the impact on process improvement?
What is the case for change for Lean here? Do you and others find it inspiring, or credible, or motivating? What might improve it?
What, if anything, surprised you in this chapter?
Have executives refused to gemba walk?
If you have conducted gemba walks with executives, who has taken charge on the floor: you, the exec, or someone else? Have the outcomes been satisfactory? Why?
Who are the key executives in your organization whose support you need for sustaining your Lean initiative? How would you describe them as people?
Does your organization have a history of trying one program after another to drive improvement? If yes, why?
Where on the organization chart would you draw the boundary between tactical and strategic responsibilities?
Have you tried gemba walking executives to build or reinforce their support for Lean? Has it been effective? Why or why not?
Have efforts been made to gemba walk with executives? Have they succeeded? Why or why not?
Is a Lean or Lean management assessment used here? Is it freely accessible by anyone interested in using it? Has it been used to drive improvement and learning? If not, why, and what would have to change?
Some gemba walks focus on teaching and learning. Others, even though called gemba walks, are actually inspection tours, adding items to someone’s to-do list. Which is true here? How effective are they in increasing knowledge and practice of Lean? In creating an atmosphere of improvements?
How are people trained in Lean? Has the training resulted in skills in use and specific improvements?
If you have had consulting help with Lean, how effective has it been and why?
What, if anything, in this chapter did you find surprising?
Has there been evidence of accountability to commitments made to project teams working on improvement initiatives? What has been the effect on the ultimate effectiveness of the projects?
Have senior leaders been involved in business process improvement projects other than “kicking them off”? What effect has this had on the ultimate success of these projects?
Have past business process improvement projects been successful here?Why or why not?
Does it seem reasonable to think that 50 percent of the work time spent in enterprise business processes is non-value-added activity? Why or why not?
Has your organization used value stream maps of business processes as part of your improvement activities? Have the maps been helpful? Why?
Has your organization applied Lean in administrative, technicalprofessional, or service delivery processes? Has the experience been successful? Why?
How much of a sense is there here of attention being paid through several levels of leadership to problems that disrupt daily work at the front line?
Is the investment in start-up meetings here, if they exist, worth the time they take in terms of improving performance? Do people seem to be paying attention to the content being covered? What might improve them?
What gets the most emphasis here: hitting the numbers or improving the process?
How easy is it to tell what is being done by whom to address problems that interrupt or delay daily work at the front line? Can you tell when an answer, next step, or solution is due? Are the due dates taken seriously?
Is there a sense here that when someone gets assigned to an improvement task, it may never be acted on? If so, why do you think it happens?
Have you had experience with charts or lists of problems that did not result in actions for improvement? If so, why do you think the lists were ineffective?
Is there an emphasis on a consistent look and format for the visuals in your workplace? If yes, how effective are they and do they work equally effectively everywhere?
Who creates the visuals in your workplace? Who records information on the visuals, and how close are they to the production process? What is the impact on the visuals’ effectiveness?
Are your visuals modified based on your experience with them, and as processes change?
Are visuals here only visible on computer monitors? How effective are they in driving improvement? In engaging the workforce?
Can you trace back a connection from process improvements to problems identified on visual controls? That is, does your investment in visuals yield a return in implemented improvements?
Do your visuals mostly display status or history, or do they reflect a focus on process that highlights problems to drive improvement with visual evidence of improvement activity?
What, if anything, surprised you in reading this chapter?
How would you say leader standard work is thought about at your workplace: as a tool to pick up and use because it seems appealing or as an element in a system that is important but not freestanding?
Are frontline leaders able to focus most of their time on core supervisory responsibilities related to monitoring and supporting production and people in their areas?
Do relatively minor interruptions and delays get follow-up attention to understand the causes and resolve and prevent their reoccurrence?
How would you rate the focus on the value-adding processes here? Do you think it has an impact on overall performance?
To what degree do mid-level leaders pay attention to the way frontline leaders do their jobs? Again, what’s the effect on overall performance?
How clear—and consistent from one to the other—are expectations for frontline leaders? What would you say is the effect on overall performance of the organization?
What, if anything, did you find surprising in this chapter?
Highly automated production processes are often said to more or less“run themselves.” In your experience, does that seem to be true?
In the various improvement programs you’ve seen, to what degree do you find people have chosen one or two tools and ignored the rest?How has that worked?
To what degree are frontline leaders able to concentrate on the way the floor is operating; that is, about what percentage of their time are they able to devote to the floor? What is the effect on operations?
Are there visual tracking tools in your operation? How effective are they, and why?
Have you seen Lean management tools implemented before technical Lean tools were deployed? Were the Lean management tools effective?Did they last? Why?
Have you seen old habits reemerge and stymie a recently implemented Lean change?
Do line leaders closest to the floor routinely spend time (up to 50 percent of their time for manufacturing supervisors, less in administrative processes) on the floor observing the Lean process, talking with the people, reinforcing standards, and addressing problems as they come up?
Are senior managers familiar with and prepared for the part they need to play in leading and sustaining Lean beyond initial statements of support?
Have you implemented the tools of Lean production only to find they didn’t seem to work or didn’t hold up over time? Why do you think that happened?
Are your processes people dependent or are they process dependent, that is, based on documented processes everyone understands, respects, and follows until the process is improved and changed?
Does your management system reinforce finding and eliminating problems, or does it reinforce working around problems to meet the schedule?
Describe the Hoshin Planning Process in your own way.
What is Hansei? How does it relate to Hoshin?
Describe a vision vs. a mission. What was good or bad about the NNS vision?
Why is the A3 an important part of the Hoshin review process?
What are the two primary structural steps in Hoshin planning?
What is catchball and why is it important?
Is Hoshin planning different from MBO?
What is the significance of the equation selling price − cost = profit?
What role did Deming play?
What contributions did Shewhart make to hoshin planning?
Provide a definition for hoshin planning. What processes are Hoshin planning similar in your business?
What was the CCS and how does the CCS fit into the discussion of Lean and Hoshin planning?
What methods can be used to improve meeting productivity?
How should a factory floor meeting be conducted? What is the length of the meeting?
What is PowerPoint death? How can this type of meeting be improved?
What are the key roles in an effective meeting?
Why is the code of conduct necessary for a well-organized meeting?
Are all meetings bad? Discuss benefits, if any, of a scheduling meeting.
Name five attributes of high-performing teams.
Name five meeting wastes that should be eliminated.
Name the types of meetings.
What does SPACER stand for? Explain each component.
What did you learn from this chapter?
What are the three critical elements of learning?
Discuss the corporate university approach to training.
What is the preferred method for training executives?

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Sustaining Lean: Creating A Culture Of Continuous Improvement 1st Edition Charles Protzman; Fred Whiton; Joyce Kerpchar - Solutions

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