Details » Living, working and buying both coastal and inland Spain
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Hi Evan,Thanks for the comment. Yes, the work is hard. But, how else can we crtaee a robust, well-wired system? My suggestion for attack is the old pilot first approach. In other words, we need to mentor folks and learn together on one aspect of the value stream (often a single process) develop the leader standard work and the necessary visual controls, standard work, etc. and related leader standard work. Then, after we get that going, go to the next pulse point and do the same. Eventually, our leader standard work, and underlying system, will be built-out.As for the documentation, I suggest first developing a master leader standard work (where we don't worry about who will be doing the audit) template that reflects physical location of the audit (where do I have to go), what specifically I will check, the condition that I am trying to verify (hopefully with the assistance of a visual control), and if I find an abnormal condition a field for describing the abnormal condition as well as my countermeasure. Once we're satisfied with the master (after several test and adjust iterations), we can then crtaee leader specific templates it's different based upon audit frequency and sometimes scope, depending upon the role and level within the organization. There is a generic example of a template in chapter 7 of the Kaizen Event Fieldbook. Shoot me an email if you want to discuss in further detail.Daily completed leader standard work should be posted (visually), so it can be audited by the leader's leader relative to timeliness, completeness, abnormalities identified, rigor/sufficiency of countermeasures, trends, etc. It should be feedstock for mentoring activities between leader and subordinate.Best regards,Mark