Would it be possible for you to share an example of a working menu? It woul dbe very helpful to a project I am working on with out production leaders.

John Benson
john.benson@hypertherm.com

Would it be possible for you to share the standard work document that you created and laminated? It would be very helpful to something I am currently working on with our production leaders.

Best regards
John Benson
john.benson@hypertherm.com

I’m new with this area of Lean management and I just happened to read this discussion you had almost a year ago. I would also be very interested in getting a copy of Steve’s working menu and Troy’s examples. So Steve and Troy, please send the documents to me if you get this message. Thank you

Our supervisor standard work is a laminated double sided 8″ x 11″. The front side is broken down into 5 categories: Our mission statement, supervisor roles, leadership summary, responsibilities, and accountability; the back side is the basic lean problem solving tools we expect a supervisor to be proficient in from day 1.

All categories are the same for our supervisors in North America, Europe, and Asia Pacific, the only change allowed is in the responsibility section. We created a menu of all of the responsibilities any supervisor could ever have, and none are subjective. From this list, we decided on common basic daily, weekly, and quarterly measurable responsibilities for all of our supervisors and gave managers the option to add responsibilities based on culture, location, and function; however, they cannot remove any of the basic responsibilities.

The end product is simple, flexible, and easy to use. Please e-mail if you would like to review.

However, when you break it down, there are 5-6 things that each of us do daily that are critical to the success of our roles. More importantly there are 5-6 things that we wish we would have time to do that would help the success of our company. When creating standard work for leaders it is important that we capture those 5-6 things, not necessarily that they are completed by 9:05, but that we take the time each day to do them.

I also think that we tend to get to subjective with some of the items you all are trying to list. “Motivate associates” is impossible to successfully check off each week, but instead we can list 2 actionable items to do each week that we can check off. Such as a win of the week that you recognize each week.

Standard work for leaders is not meant to plan every minute of every day, but is meant to ensure you as a leader are making time to focus on those actionable items that will make a difference in your organization.