Seasoned Lean Practitioners have been
working with daily management systems for many years,
but Lean Daily Management only recently received the recognition
it now has. In the past, the emphasis
has been on making rapid improvements quickly,
but many organizations have experienced
success followed by some backsliding. One of
the missing ingredients is Lean Daily
Management.
Daily Management is what makes continuous
improvement continuous. If
there is no daily management system in
place, there will not be a culture change or
change in thinking. While there are
several ways to implement Daily Management,
it is crucial that Daily Management includes
daily activities. One of the
most important parts of Daily Management is
a daily huddle. In this article, we
will talk about the basic elements of daily
huddle.
Let's begin with defining a daily
huddle: a daily huddle or stand-up meeting
is a 5 - 15 minute meeting to discuss status
of operations, plan for the day, and status
of problem solving efforts to address issues. There can be daily
huddles that do not include problem solving
status, but these are not the "Lean" type we
are discussing here. (Stand-up
meetings exist in companies that have never
heard of lean, but they typically are not
meetings about improvement- only status.)
What should happen in a Lean Daily
Huddle? Typically, the team gathers
around a visual management board (this
typically includes metrics, problem solving,
continuous improvement ideas, and process
status/plan). While there are
typically multiple tiers of huddles, we will
discuss the first tier in this article.
The first tier is the "front line" and
typically happens at the beginning of the
shift or shift change. In this
meeting, the Team Leader typically reviews
the following items:
Review previous period (day/shift)
performance.
Identify performance problems
related to Safety, People,
Process/Service, Cost, Quality.
Examples include things like product
defects exceeding target value, safety
issues such as employee or
customer/patient injury, and process
issues such as failure to meet
production or daily service
requirements.
For any problems, identify
responsible person/team to work on
problem solving using a standard problem
solving process.
Discuss status of problem solving
efforts from previous days; however, do
not attempt to do any problem solving in
the huddle. Problem solving
efforts cannot be done in a 5-15 minute
meeting.
Discuss current staffing and plan
for the day. This would include
the required number of products to
produce, patients to see, insurance
claims to process, etc.
Identify any improvement ideas
submitted. Visual Management
boards should include a means of
identifying improvement ideas.
These ideas are briefly discussed in the
daily huddle.
More items can be included in the daily
huddle, but this is just a basic starting
point. There is much debate to whether
daily huddles should be implemented before
or after a problem solving process has been
established. While I believe there are
many ways to implement Daily Huddles, I
recommend implementing Daily Huddles after
problem solving has been established, since
problem solving thinking and continuous
improvement are at the core of Lean Daily
Huddles.
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