Several refineries, in Europe, Asia and the USA, had been selected as pilot sites, to test out how Lean and in particular Leadership Standard Work (LSW) could help improve performance. Based on results from the pilots, LSW would be applied to all of their refineries across the globe. That was the direction given by the senior most executives. A big commitment, that reflects the strongly held belief that leadership - everyone from the front line supervisor right up the General Managers - where key to implementing improvements and sustaining them.Leadership teams in each pilot site asked themselves a simple question: “how can we work together more effectively?” The question was simple enough but based on worrying comments from a large number of managers. Comments such as:
- “I have so many meetings every day; I don’t have time to do the important work”
- “We don’t train our mid-level managers very well. They just learn on the job, based on ‘tribal’ knowledge”
- “Sometimes, I am triple booked in meetings, I can’t be effective in any of them”
- “Our site is ‘infested’ with workshops, that is all we do”
- “I am drowning in paper work, much of which I think is no one ever uses”
- “80% of my time is spent on non-value added activities”
In effect, leadership teams had become so bogged down in meetings, reports and presentations that they weren’t spending nearly enough time and energy on what really mattered: the real value adding work.
Leadership Standard Work was to provide the key.
4 comments
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January 16, 2012 at 4:39 pm (UTC 0 )
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