K-C Lean Strategy

Plant manager Lean activities

June 2010




















Milestones and touch points are designed to ensure that the Plant
Manager is a true Lean leader
SOURCE: Lean team
Plant Manager should be involved in and leading key Lean practices from
the beginning of the transformation (e.g., role-modelling meetings in the
meeting staircase, applying the influence model, teaching root cause
problem solving)

Plant Manager should receive coaching early and thoroughly to show his
focus on Lean practices throughout the pilot areas

Plant Manager should role-model the leadership of the first hourly, and
shift-change meetings to demonstrate best practice and show the
importance he places on these activities

Plant Manager should question and evaluate goals, implementation
design, OEE gains, and sustainability plans










Key milestones for the plant managers Lean leadership (1/2)
Activity
Communicate
Lean to the Plant

Serve as faculty in
Lean Boot camp


Attend daily Lean
team meetings

Review and guide
goal-setting for
Lean
transformation;
Challenge the
Implementation
plan; Track OEE
gains by activity

Description
Tell what Lean is, why the Plant is doing
it, and answer questions

Teach/co-teach at least one training per
front (Technical system, Management
infrastructure, and Mindsets &
Behaviors)

Attend daily Lean team opening and
closing meetings, 2 days per week

Help guide Lean team in setting goals
Ensure emphasis on value-added-
activities, prioritization by impact, and
use of all aspects of the influence model
for key goals
Frequently check to make sure that
implementation activities are yielding
forecasted OEE gains

Timing
Before Week 1 and
throughout pilot and
roll-out

Week 1



Week 1


Week 2-3






SOURCE: Lean team










Key milestones for the plant managers Lean leadership (2/2)
Activity
Receive daily
coaching in Lean
leadership
(shadowing and
feedback by
coach)

Teach Root Cause
Problem Solving to
Plant

Hourly and shift
meetings: Attend,
give feedback

Daily meeting:
Lead the first few
meetings, attend
for the first 3
weeks

Weekly Lean
meeting: Lead it
Description
With coach, learn to: conduct shop floor
audits, participate in meetings, lead and
support problem-solving sessions


Practice doing 5-whys and hypothesis
trees, lead the first 3-5 ACRs with
machine crews

Monitor the roll-out of these meetings
and show their importance by attending

Role model how to run this meeting,
guide and audit its roll-out


Lead the Plants review of key Lean
KPIs, root cause problem solving, and
solution implementation plans
Timing
Weeks 2-3: Record
current agenda of
plant manager
Week 5-6: Create
agenda, daily
shadowing and FB

Week 6


Week 6


Week 7



Week 7
SOURCE: Lean team










At key touch points, the plant manager will review and question the
progress of the Lean team
SOURCE: Lean team
Week 4: To share and verify the Implementation plan

Week 7: To review the Lean teams progress to date and
confirm next steps

Week 13: To review the sustainability plan (including roll-
out schedule, OEE goals and activities, etc.) and action
plan for weeks 14-16

Week 16: To report the Lean teams progress to date