MDI Boardwalks: Standard Work and Support Group Ground Rules
MDI Boardwalks: Standard Work and Support Group Ground Rules
MDI Boardwalks: Standard Work and Support Group Ground Rules
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TBM Consulting <strong>Group</strong><br />
Operational Excellence One Point Lesson<br />
<strong>MDI</strong> <strong>Boardwalks</strong>: <strong>St<strong>and</strong>ard</strong> <strong>Work</strong> <strong>and</strong> <strong>Support</strong><br />
<strong>Group</strong> <strong>Ground</strong> <strong>Rules</strong><br />
Category: Managing for Daily Improvement │ Business: General Application │ Lesson: #12 │ Author: Matt Goesling<br />
PROBLEM OR OPPORTUNITY<br />
One of the challenges with starting <strong>and</strong> sustaining the Daily SQDC Boardwalk is getting the<br />
expectations of who plays what role communicated, understood <strong>and</strong> followed. Over time the effort<br />
gets “watered down” as key roles in the boardwalk are not followed. Those Key roles include:<br />
● The Area Leader conducting the Board Review – they need to come prepared for the<br />
discussion of where goals were met, where they weren’t <strong>and</strong> why<br />
● The <strong>Support</strong> <strong>Group</strong>s – often don’t view the Area Leaders of the SQDC Boards as their<br />
customer <strong>and</strong> need to offer help <strong>and</strong> follow up to solve problems<br />
● The Senior Manager in the <strong>Group</strong> – who’s role it is to ensure that all involved are adhering to<br />
their roles in this process<br />
COUNTERMEASURE<br />
Outlined below is a Sample of Boardwalk <strong>St<strong>and</strong>ard</strong> <strong>Work</strong> outlining these roles <strong>and</strong> a graphical<br />
representation on the behavior expectations versus the organizational chart during the SQDC Board<br />
Review.<br />
<strong>MDI</strong> Walkthrough Schedule<br />
Monday<br />
3:45 PM<br />
Target<br />
Department<br />
Time<br />
Tuesday<br />
8:00 AM<br />
Target<br />
Department<br />
Time<br />
Wednesday – Thursday<br />
8:00 AM<br />
Target<br />
Department<br />
Time<br />
Friday<br />
6:30 AM<br />
Target<br />
Department<br />
Time<br />
Area 1 5 min Area 1 3 min Area 1 3 min Area 1 3 min<br />
Area 2 3 min Area 2 4 min Area 2 4 min Area 2 4 min<br />
Area 3 4 min Area 3 8 min Area 3 8 min Area 3 8 min<br />
Area 4 8 min Area 4 6 min Area 4 6 min Area 4 6 min<br />
Area 5 6 min Area 5 3 min Area 5 6 min Area 5 6 min<br />
Area 6 6 min Area 6 6 min<br />
Target End Time<br />
4:29 PM<br />
Target End Time<br />
8:40 AM<br />
Target End Time<br />
8:35 AM<br />
Target End Time<br />
7:05 AM<br />
© 2012 TBM CONSULTING GROUP, INC │ ALL RIGHTS RESERVED │ v6-12<br />
TBM Consulting <strong>Group</strong>, Inc. │ 4400 Ben Franklin Blvd., Durham, NC 27704 │ P: 800.438.5535 │ www.tbmcg.com
<strong>MDI</strong> Walkthrough – Supervisor / Department Head<br />
● Underst<strong>and</strong> the goals we did not meet <strong>and</strong> why<br />
● Underst<strong>and</strong> the most important 3 or 4 issues that you need help to correct<br />
● Underst<strong>and</strong> the Kaizen Newspaper items that are due soon, due today <strong>and</strong>/or are past due<br />
● Write down the new issues for which you’re asking for help – on the countermeasure worksheet<br />
Agenda<br />
1. Did we meet our goals?<br />
2. If not, why did we not meet our goals?<br />
3. What are we doing to correct the problem that prevented us from meeting our goals?<br />
4. Do you need any help to solve the problems that prevented us from meeting the goals?<br />
5. Ask for an update on Action Items that are due or past due<br />
6. Report weekly metrics on Monday ONLY (5S)<br />
<strong>MDI</strong> Action / <strong>Support</strong> Team<br />
● Supervisor; Team Leader; Quality; Maintenance; Process Engr; Purchasing; Plant Manager; CI<br />
● This group needs to be as stable as possible. If you can attend, please attend. If not, send a representative.<br />
● Expectations<br />
– St<strong>and</strong> close to the SQDC board<br />
– When goals are not met, ASK WHY<br />
– When Supervisor asks for help, volunteer to help. Provide a date to complete the action <strong>and</strong> make sure<br />
it is added to the Kaizen Newspaper.<br />
– Do not debate the issues <strong>and</strong> try to solve it during the walkthrough. Focus on quickly identifying<br />
whether we met the goal, the issues <strong>and</strong> the actions to correct.<br />
– Be prepared to discuss action items that you have agreed to help with before they become past due<br />
Organization Chart<br />
VP /GM/ PM<br />
<strong>MDI</strong> Boardwalk Behavior Chart<br />
Supervisors<br />
Dept<br />
Managers<br />
HR<br />
Operations<br />
Mgr<br />
Maint Mgr.<br />
Quality Mgr<br />
Continuous<br />
Impr.<br />
HR Maint Mgr CI Quality Mgr<br />
Scheduling<br />
Mgr<br />
Dept<br />
Manager<br />
Supervisor<br />
RESULTS<br />
Better underst<strong>and</strong>ing by all involved in an <strong>MDI</strong> boardwalk what their expectations are –<br />
this is a key enabler to getting more actions completed <strong>and</strong> results out of the boardwalk<br />
process. In addition the st<strong>and</strong>ard work provides a mechanism to audit against to<br />
ensure we adhere to the expectations that are set<br />
© 2012 TBM CONSULTING GROUP, INC │ ALL RIGHTS RESERVED │ v6-12<br />
TBM Consulting <strong>Group</strong>, Inc. │ 4400 Ben Franklin Blvd., Durham, NC 27704 │ P: 800.438.5535 │ www.tbmcg.com
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