LEAN Training 2.0Mastering The Huddle

and Visual Management

Department of Economic Security Office of Lean

Transformation

•More Money•More People• LEAN principles–Co-locating–Flow–Poke-yoke–Standard Work–Cross training–ETC.

Toolkit ReviewBut how do you know WHEN and

WHERE to use these tools??

What is A Huddle?

Logistics Format

Purpose

Purpose of a Huddle01

02

03

04

Allow for effective communication structure throughout the department/division/unitSupports Lean Management SystemIntegral part of Manager’s Standard Work

Eliminates communication barriers

Engages staff creatively

05 Reduces &/or eliminates lengthy staff meetings

06 A huddle is NOT another meeting to attend

When and Where?

Tuesday Morning

9A.MWeeklyHuddle

The Weekly Huddle should occur on the same day, at the same time in the same place

Where the work takes place

Should last no more than 30 minutes

Huddle Etiquette

Brief and Succinct

“Take conversationOFFLINE”

Standing

Visual Board that everyone can SEE

Huddle Facilitator

Data Leader

Scribe

Team members

Unit Manager

Roles & Responsibilities

Huddle Standard AgendaGood News

Top 1

Metrics Data Leader

Roadblocks All Team Members

Housekeeping

Cheer

Reciprocal Relationship

Hierarchy

Good News

Responses to Roadblocks

Housekeeping

Roadblocks

Anatomy of a Huddle

Can be personal but most often pertaining to how a roadblock was removed, commending a colleague

on outstanding performance or innovation

Good News

Anatomy of a Huddle

Top 1 of 5– Method to take control of your car. – Must be able to quantify and complete this week– Not enough to simply make the wheels turn. Must DRIVE

the car as well.• Hold each other accountable• What was last week’s Top 1? – completed?• What is this week’s Top 1?

Top 1

Top 1

Top 2

Top 3

Top 4

Top 5

What is your Top 5?

It is the responsibility of leadership to ensure that improvement activity is just as important as getting our work done

We must be intentional about creating capacity for our continuous improvement activity

Anatomy of a Huddle

Top 1

Daily Work

Improvement Activity

Anatomy of a Huddle

• Review your Scorecard

• Use as a tool for evaluating and improving

Metrics Data Leader

Areas of Opportunity

Areas Needing Attention Successes

Visual Systems

WINNING THE GAME

X to Y by When

They focus our effort on those activities that have the highest

impact on our overall performance.

“The War”

“Winnable Battles”

Anatomy of a Huddle

Metrics Data Leader

TEAM GOAL

LEAD MEASURE

1

LEAD MEASURE

2

LEAD MEASURE

3

Lead measures are lead indicators that we’re making

progress.

Define Targets Identify Lead Measures

Visual Management: are we winning the

game?

Weekly cadence of progress and accountability

Metrics Data Leader

Lead measures cannot be less aggressive than commitments already made by the agency.

Anatomy of a Huddle

Metrics Data Leader

Choose lead measure targets that challenge the team without making it an unwinnable game.

What is possible?• New and Better

Actions• Leverage Excellence• Fix Inconsistencies

Rank by Impact• Team activity

– multi-voting and discussion

Test Top Ideas• Start with a verb• Is it predictive?• Is it influence

able?• Is it ongoing or is

it a “once and done?”

• Is it a leader’s game or a team game?

• Can it be measured?

• Is it worth measuring?

01

02

03

The Whole Process

Metrics Data Leader

Measure

Identify areas of opportunity

Improve (LEAN tools)

Make modifications

Re-evaluate

Anatomy of a Huddle

Managers this section of a Huddle should set your agenda and Top 5 for the week.

Roadblocks All Team Members

Tip:

Anatomy of a Huddle

Housekeeping

Ideally in a 20 min Huddle, no more than 2 minutes

Traditional meetings spend 95% of their time reviewing “housekeeping” items.

Remember Housekeeping is an Information Down function. We must have Information Up as well.

Anatomy of a Huddle

Cheer

Be creative

Motivational thought, story, or quote

Should engage staff

Sets the tone for the week

Ideally pass this responsibility to everyone in the team.

Secret to an AWESOME Huddle

Prepare

Failure to plan is planning to fail.

Assign cheer to someone. If there is a direction for the huddle, share that so that person can prepare.

Review the past week. We MUST celebrate our accomplishments.

Closely review metrics

prior to Huddle. Note patterns, areas

of concern, investigate!

Review roadblocks from prior weeks

and be prepared to offer updates

Visual Management(Huddle Boards)

Visually depict if we are winning or

loosing

Suppliers

Projects

Suppliers

Team Members

Suppliers

Ideas

Suppliers

Metrics

Visual Management should do four things:

Visual Management

It should give the status of the process

It should direct the leadership to areas that need support

It should indicate the actions or countermeasures that are in process

It should show normal vs. the abnormal, or what is right and what is wrong

Visual ManagementAssessing a visual management board:

Evidence of visual management practices –

leader standard work

Evidence that the information within the

tools is maintained and current

Measurements include goals/targets (expected)

and actual results

Reasons for “misses” are documented &drive improvement efforts

Evidence of a system of standards and responses

Modifications and updates as conditions change

Huddle Board BasicsHuddle Boards support visual management, one of the key elements of a lean workplaceBoards have the structure to capture critical information that drives discussionHuddle discussions around the board ensure that our boards become a scoreboard that tells us if we’re “winning the game” and what to adjustThe boards also help management get involved and remove barriers to our success

4 Corners

Team Corner Metric Corner

Idea CornerProject Corner

Huddle Board Examples

Keys to Success

Focus first on adherence to the process, then on results

Make commitments and hold each other accountable

Track results each week on the

huddle board

Make adjustments as needed

Questions…?

Comments, Thoughts, Suggestions?

Next Steps….