6 - Lean Training - Policy Deployment

8/12/2019 6 - Lean Training - Policy Deployment

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LEAN TRAINING

POLICY DEPLOYMENT



LEAN TRAINING

1. INTRODUCTION.

2. POLICY DEFINITION.

3. KEY FACTOR SUMMARY.

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LEAN TRAINING

1. INTRODUCTION.

Policy deployment is useful to:

• To orientate the whole organization of which is the

company VISION… where the company GOES.

• To define what is necessary to get the VISION.• To define how is going to be measured that the company is

getting the VISION.

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LEAN TRAINING

1. INTRODUCTION.

With a correct definition, a good deployment and a rigorousmaintenance it is possible to get:

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A) ENGAGEMENT of the people with

the project. This effect is bigger as:

• The bigger it is the detail level.

• The lower it is the last level of

communication.

(In both cases it is necessary to increase the

level of dedication and effort.)

TOP

MANAGEMENT

INTERMEDIATE

MANAGERS

FIRST LINE MANAGERS

WORKERS



LEAN TRAINING

1. INTRODUCTION.


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B) PROPERTY OF SENSE: and

responsibility of what can anyone do

to contribute to get the VISION.

(If anyone reach the established objectives at

his level, the company will get the VISION.)



LEAN TRAINING

1. INTRODUCTION.


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C) HOW TO MEASURE.

Knowledge of the people of how is

the organization advancing incomparison with the established.

(visibility increases the commitment

with the objectives).

(What is not measured it is not controlled, andcan not be improved).



LEAN TRAINING

1. INTRODUCTION.


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D) IMPORVEMENT PARTICIPATION.

The participation level in the

improvement activities increases withthe policy deployment, and specially

when there are resources to make it

possible in a reasonable time.

(Multifunctional teams are the best solution togive autonomy to the company improvement).



LEAN TRAINING


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3-5 YEARS VISION

1 YEAR STRATEGY

METRICS DEFINITION

SETTING OBJECTIVES

REGULAR

MONITORING

IMPROVEMENT

PLAN

COMMUNICATION(TO ALL LEVELS)



LEAN TRAINING


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3-5 YEARS VISION – BLUE SKY VISION

Vision of how we would like to see our company in a medium

term, representing the goals (as a blue sky without clouds).

It must be created by the Top

Management and

communicated to all the

organization.



LEAN TRAINING


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3-5 YEARS VISION – BLUE SKY VISIONDifferent departments, functions or plants can have their own vision to make it

more close to their teams, but these visions must be aligned with the main one,

be coherent with the other departments visions and be validated.

IMPORTANT:

The lack of coherence

between visions can

create interest conflicts

between department,

specially at low level.



LEAN TRAINING


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Once the vision is defined, it is necessary to define which will be the strategy

during the next year (what to do), and how the organization is going to measure

that they are advancing in the correct way.

1 YEAR STRATEGY – METRICS DEFINITION

KEY POINTS TO DEFINE THE METRICS (INDICATORS) :• Select only the “key” and necessaries (it is as bad not to follow the evolution

as to have so much information that do not allows you to see what it is

important).

• They must be broken down to the different levels (to assure that the personwho track the indicator can change it).

• They must be objectively measurable (if possible by an informatic systems),that do not lead to manipulation or interpretation.

• That the definition does not allow leaks (usually leave areas without measure

and control) for which the data can be manipulated without real improvementindicator.

• That the official data of the indicator is provided by a person, institution or

function not directly linked to the indicator.



LEAN TRAINING


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Once the metrics are defined (how they are going to be measured), the values

of the objectives must be established to ensure that the one year strategy is

going to be reach.

KEY POINTS TO DEFINE THE OBJECTIVES:

• They must be SMART (Specific, Measurable, Achievable, Realiable and Timed).

• The further down in the organization they are, the

bigger will be the impact.• An initial reference must be defined at the beggining

• The evolution of the objective need not be horizontal, it

can be defined in stages or sloping.

• They must be coherent with the other areas, plants,

functions and levels of the organization, or the benefits ofthe policy deployment can be turned into frustration and

conflicts (specially at low level).

SETTING OBJECTIVES

0

10

20

30

40

50

60

70

80

90

100

0

10

20

30

40

50

60

70

80

90

100



LEAN TRAINING


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A good objectives system will give no good performance if there is no defined a

regular monitoring system.

KEYS FOR THE REGULAR MONITORING:

• Must be followed by all members of the organization, and preferably with two

zooms. One to show how the whole organization is advancing with respect tothe vision, and the other one of how is the performance of each organization

member against what is in his hands.

• Management levels must maintain the system doing pressure from top to

bottom, following the activity with checking at different levels (go, look and

see) and doing that “emergencies do not kill priorities”. (Lead by the example).

• The attendance of persons to the track meetings of higher levels facilitates

the commitment and importance to the activity.

REGULAR MONITORING



LEAN TRAINING


Monitoring examples: (both can be used at the same time).REGULAR MONITORING

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N

N -1

N -2

DAILY METRIC

REVIEWMONTHLY OBJECTIVES

REVIEW



LEAN TRAINING


IMPROVEMENT PLAN

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Once you know where you want to go, you know how to measure yourself and

you have set goals, it is necessary to define what to do to achieve those goals.

KEYS FOR THE IMPROVEMENT PLAN:

• Multifunctional teams must be defined, they should be tied to a process or

activity, and with the greatest possible degree of autonomy.

• With the vision, objectives and analysis tools (VSM, process diagrams, ...)the team must define what they will do to achieve the objectives. That plan

must be submitted to the Direction seeking support and validation.

• The monitoring of the plan must be periodic, and should establish

mechanisms to allow Direction to support or unblock the different actions.

• Operators must be included in the definition, monitoring and implementation

of the plan from the beginning, with voice and vote.



LEAN TRAINING

3. KEY FACTOR SUMMARY.

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• There must be a VISION toward which to go and communicate it well

throughout the WHOLE organization.

• Each member of the organization must feel and know that his effort

helps to get the target.

• The lack of consistency in the definition and policies deployment

between levels, can be a cause of frustration and the contrary to the

desired effect.

• The definition, monitoring and improvement of the objectives must be apriority for the organization, which can not “die” for emergencies, or the

organization will never reach the vision.

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6 - Lean Training - Policy Deployment