Quality News

Many leaders have heard the buzzword, read the book, picked up a pad and pen and headed out to the gemba to go see. Leader standard work is becoming a standard component of lean implementations everywhere. In essence it has always been a part, under un-buzzy names such as daily management and genba kanri. Leader standard work as a phrase seems to have some more staying power. In substance, leader standard work is all about sustainability and accountability built into the practice of daily, weekly and monthly checks of the actual condition of the gemba. Going to see is the easy part. All that takes is motivation and ambulation.

The degree to which a leader can quickly grasp the situation during a gemba walk largely depends on the quality and variety of visual controls in use. But even with excellent visual management, gaining a deeper understanding of the what one is seeing requires thoughtful questioning and listening. This is what we might call a “soft skill” and it is an area in which many leaders who have risen through the ranks due to their keen minds working out problems and their unfaltering delivery of solutions, frankly struggle. Some leaders who have risen up from the front lines are more comfortable on the gemba.



Others feel embarrassed that they in fact know so little about what really goes on and are afraid to expose themselves by asking questions. Others have no fear, but may waste time asking the wrong questions. Knowing what to ask and how to ask it are completely different things, and any leader preparing to practice standard work should first consider getting some frank input on their soft skills.

In combination with basic soft skills, these 12 leader standard work questions to ask at the gemba will help make the go see learning more effective:

1. What is the standard? If you have to ask, you may not have shop floor management. Hopefully it will be clear at a glance thanks to good visual management. Even if it is clear, this question can be useful to as the area team leader or team member to check their understanding of the standard.



2. How do we develop a standard? In cases where a standard is ambiguous or lacking, this question can be the start of a fruitful learning and improvement dialog. Leaders should require standards that are documented, visual, and changing frequently as a result of continuous improvement.

3. How clear is the standard to those doing the work? Many times standards, rules or instructions may be posted as if to say “now we have visual management” when in fact there has been no thorough training of the people in the area to undergird these standards. Random audits by asking people about their work, such as “How do you know that the quality is good?” or “How much variation is allowed before you should call for help?” will reveal the depth to which standards have been put to use.

4. How clear is the standard to those not doing the work? Do we have to ask? If so, we may not have shop floor management, much less visual management. Leaders should require that they can understand the status of safety, quality and on-time output in less then 5 seconds each. A truly visual workplace facilitates a 30 minute walk through to give a complete understanding of a snapshot of the business.

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