You can get all of this with ONE METHODOLOGY

I will be honest Daily Management is the most challenging Methodology to get Organizations to embrace.

Often, because it seems so simple they feel they can deploy it themselves. Like many Toyota based methodologies there is a lot of hidden complexities and phycology that companies fail to see which then means unfortunately it does not deliver or fails shortly after deployment.

Done right, you and your teams will harvest all of the above and maybe even more easily and even more through proper Daily Management.

Everyone does it all of the time including all of your leaders. When you/they arrive at work without even knowing it you/they are mentally conducting a "Situation Appraisal". Doing this you are mentally categorizing what needs to be done through observation (physical and digitally) and even placing priority.

Broadly you categorize your tasks in the following manner:

• Problems that need to be solved

• Decisions that need to be made

• Potential Problems to mitigate

• Potential opportunities to leverage

Now because all of your teams are doing the same at the same time unfortunately your lists will not be aligned which then will be a challenge. But we have a fix for that ... We like to combine Problems to be solved and Decisions to made into one category as "Disturbances to Flow". You will gain alignment within your Leadership Team with Daily Management through natural consensus.

We want our teams to have their Shift Start meetings where issues that happened during the past 24 hours are documented along with perceived problems in the coming 24 hours. Of course review the KPI's so that the team can celebrate success. To really make this effective we suggest that you use a whiteboard within each natural work group area supporting a maximum of 14-16 people.

We usually suggest that about 90 minutes into the shift the Leadership Team visit each Board and dialogue with the Board Owner. During this brief dialogue (Max 3-5 min) the following is shared:

• Problems that need to be solved

• Decisions that need to be made

• Potential Problems to mitigate

• Daily Objectives shared and prior day reviewed

Quick and easy, decisions are made or empowerment is granted all in the name of satisfying customer requirements regarding Delivery, Quality and Cost.

But a wonderful evolution starts to take place within the organization. Teams actually look forward to seeing their leadership team at the same time every day and the following magic happens:

• Teams feel empowered and take action before obtaining confirmation

• Titles are replaced with respect for skill and contribution

• Quality improves

• Productivity Improves

• Moral Improves

• Attendance Improves

• Continuous Improvement is the Organizational DNA and not a project.

However, as a leader the best bonus to me is a dramatic reduction of e-mails (typically 30%) and I get to visit the bowels of the organization daily ... it truly does become my Golden Hour with the best value proposition of the day, each day, every day.

Once proper Daily Management is going, this also become the launch pad for other initiatives which typically are easier to sell.

The reason I state 'Proper" is because I have been through way too many plants that say they conduct Daily Management but all i witness are fancy KPI boards filled with computer generated graphs or fancy boards filled with way too many initiatives on the go. Remember Lean is a journey so no real rush to get it all done at once ... pick 1 or 2 projects that will create significant impact to organization and focus on those only,

Yup, should not be a hard sell, but OMG it sure is and i do not know why. But for those that accept to adopt and engage our training and initial facilitation it cannot be removed even with high explosives. Why? The Teams demand daily dialogue with their Leaders and the Leaders want unfiltered communication.

Recently a Team Leader shared another benefit he gained. As they were attempting to get their shift started they were being interrupted by Leaders simply asking "How are Things?"

Should not be a problem, but in this case it typically happened 15-20 times during the first 30 minutes of the shift.

For every mile on your improvement journey you also have 2 miles of ditch. After 100's of deployments we know how to keep you out of the ditch during a deployment. Are you brave enough to contact us to discuss how our Daily Management can boost your organization?