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5-Step Coaching Cycle (Practice Routine C2)

UNDERDEVELOPMENT

3-Step Knowledge Flow (Practice Routine C2)

UNDERDEVELOPMENT

4-Step PDCA (Practice Routine C2)

UNDERDEVELOPMENT

3-Step Design Walk (Practice Routine C1)

UNDERDEVELOPMENT

Underlying Beliefs of the Management System

UNDERDEVELOPMENT

Ideal Condition of Work

UNDERDEVELOPMENT

Source the People

TTP’s to source people capable of being developed to fill current and future roles (outlined in “role responsibility”). Overview "Sourcing People with the “Potential Capability” "Role Complexity"

Develop the People

TTP’s to develop the capability of people for their current role (coaching) and for future roles (mentoring). Overview Developing the workforce for future roles. Managers Coach the People Awareness: Applies to the managers awareness of the management best practices to increase "management capability" to solve problems. "Management Matters" Practice Routine: Creating a deliberate practice routine to form a standard way of solving problems close in person, place and time. Capability 1 (C1) 3-Step Design Walk Define the Problem Grasp the Current Condition Identify the Root Cause(s) Capability 2 (C2) 4-Step Improvement Sprint Develop Target Conditions Implement Countermeasures Check (Plan vs. Actual) Act on Learnings Capability 3 (C3) 3-Step Knowledge Flow Capture (the knowledge) Validate (the knowledge) Share (the knowledge) Capability 4 (C4) 5-Step Coaching Cycle (C4) What is your target condition? What is your current condition? What is preventing you from closing the gap (root cause)? What are your next steps (action)? When can we go and see what you have learned from taking those actions? Execute to Standard: Management provides corrective feedback to employees to ensure routines are executed to standard. Coach Others: Coach others everyday to pursue ideal condition. Manager Once Removed (MoR) Mentor the People Manager once removed is a manager managing at a level below their direct reports (also managers) to ensure their direct reports are exercising sound managerial leadership practices, establishing work levels, developing a pool of talent for succession planning, and ensure employees are treated fairly across the organization.

Assess the People

TTP’s - to assess the applied capability of people in their current role and potential capability for their future role. Overview Managers Identify the right people for the role at the right time (current and future roles). Traits (Source) Skills (Develop) Values

Takt Time (People): TTP’s to set the pace of developing capable people to match the pace of demand

Overview Managers have the responsibility of the people development process to ensure the right people (commitment to the role, knowledge of work, problem solving capacity, and temperament) are developed in the maximum acceptable time and quantity (pace of demand) to meet the demands of the organization to fill the roles when needed. Roles Filled with Capable People References: Shook, J. & Marchwinski, C. (2014). Lean Lexicon: A Graphical Glossary for Lean Thinkers. Lean Enterprise Institute. Liker, J. K. & Meier, D. (2005). Toyota Way Fieldbook. New York, NY: McGraw Hill Professional.

Standard Work

UNDERDEVELOPMENT

Level Pull

UNDERDEVELOPMENT