ABSTRACT
There may be a short-term improvement in performance, but without a mechanism to harvest that improvement and make it stick as a part of the ongoing processes of the organization, the real value for the company is lost. Many lean deployments focus only on the front line. Zeroing in on the activities that directly interface with customers can quickly create greater value. Unfortunately, without a corresponding management system that reinforces frontline systems, improvements won't stick and the transformation is doomed. Frontline managers' standard work should be more tactically focused: going to the gemba daily to coach for development, reviewing visuals, and so on. A direct, daily connection with their teams and the work being done by them is essential. The managers' standard work ensures a focus on this connection and helps counterbalance against the constant interruptions and distractions that happen throughout the day. Frontline staff think processes are created as a measuring stick and prevent innovation.
