April 27, 2017

Process Metrics, Management, and Controls



Imagine improving your organization every day. What would it take for this to occur? The first step is a metrics or measurement system that allows you to know the status of any process in real time. Secondly, everyone must be able to see problems, issues, and challenges. These problems, issues and challenges are dealt with via the scientific method. The daily use of the scientific method becomes part of an organization’s culture. Lastly, the roles, behaviors, and capabilities of management must support the measurement system, problem solving practices, and process controls. This class is about building the framework, the culture, for continuous improvement.

The goals of this workshop are to:
* Begin creating a culture of continuous improvement
* Create a visual management system
* Track errors and delays and systematically improve results
* Use the scientific method of problem solving
* Learn job breakdown and standard work
* Learn and practice leader standard work

Course Agenda

Day 1
Every worker’s job responsibilities
• Do the job the best way we know how to do it today
• Look for ways to improve how we do the job
Every manager’s job responsibilities. The basis of Leader Standard Work
• Set expectations for just about everything.
• Know the status of the work in real time.
• Have problems addressed through scientific problem solving.
• Encourage improvements in how the work is done.
• Know how to train staff.
• Coach staff in problem solving and improvement activities.
• Conduct daily audits.
Factors needed for continuous improvement
Measurement is fundamental
Creating a Value Stream Map of one of your processes
Tracking important data
• Process Time
• Lead Time
• Inventory
• Percent complete and percent accurate
• Batching
• Setup time
• Number of available people
• System reliability
Using the Traveler to get key metrics
Visual representation of key metrics
Customer Data
Creating a visual showing real time status of work in a process
IT generated metrics and hand drawn metrics
Quality at the Source
Creating an error tracking log
Scientific Problem Solving
Workplace organization
Audit questions around quality
Use Appendix A or B in Creating a Lean Culture to audit your organization

Day 2
Task board to track improvement efforts
Quality at each step and process quality measurements
Pareto Diagram of quality issues
David Musyj interview: How a leader uses metrics
The A3 problem solving template
Taking the risk out of change
Performing a job breakdown
Training someone on building a paper airplane using job instruction
Creating Standard Work: The best way we know how to do a job today
Creating an employee skills matrix
Worker skill measurement
Daily task and status board
Identifying the 8 wastes in office and service work
Employee suggestion system
Leader Standard Work: The best way we know for leaders to create a culture of continuous improvement
Leader to do list
Crafting a schedule to perform Leader Standard Work
Three levels of improvement
The payoff from continuous improvement and Standard Work



  • Build and maintain a comprehensive metrics system.
  • Addressing the gap between current performance versus expected or target performance.
  • Know the status of any process in real time.
  • Use the scientific method to address problems, issues, and challenges.
  • Establish standard work through job breakdown, job methods, and job instruction.
  • Learn new management capabilities, roles, and behaviors to support continuous improvement.
  • Create a culture of continuous improvement.

Special Features

By working on your own organization you will, create a visual management system, problem solve using the scientific method, and learn the leadership behaviors to ensure continuous improvement. You will leave with an action plan to create a metrics system, to solve problems scientifically, and improve the skills and competencies of all employees.  Every participant will receive the award winning book, Building a Lean Culture by David Mann.


“A big thank you to Dan. After 2 days in the course, I left motivated, not overwhelmed. I have already implemented some of the learning points from previous
classes at my work, and I have an action plan from this course. A great learning experience.”
Anna Gershkovich, Motor Vehicle Sales Authority of BC,
Manager of Consumer Services

“Information was tremendously helpful in sustaining a continuous improvement culture.”
Catherine Secundiak, Saskatchewan Workers’ Compensation Board

“Excellent class that provides applicable solutions.”
Chester Senglow, Saskatchewan Blue Cross

“Content was extremely useful, immediately. ”
Don Bodnar, Saskatoon Police Service