Progressive Lean: Sort and Shine: Part 2
The first step is to identify and appoint team leaders if you don't already have them.
The role of the team leader is to lead and coordinate lean activities in his or her work area. You might also have the team leader lead and coordinate production activities in the work area.
If you don't already have team leaders, you'll need to take these steps:
Essentially, you're writing up a job description here and I'm sure you (or someone in your organization) has done this before. Make sure the team leader description capture the following points:
You'll probably want to consider additional compensation for team leaders, especially if team leaders have production coordination responsibilities in addition to their lean initiative duties. You'll find that they do add value to the organization above and beyond any additional compensation, assuming that you utilize and support them.
Don't appoint team leaders if you can avoid it at all. Take the time to post the positions, interview, and make careful selections. If you find that you're selecting the leaders you would have appointed anyway, no harm done. Often, companies, find excellent candidates whom they hadn't considered. Even if they don't end up selecting these candidates as team leaders, they have identified "bench strength": associates who can be developed to positions of responsibility.
The role of the team leader is to lead and coordinate lean activities in his or her work area. You might also have the team leader lead and coordinate production activities in the work area.
If you don't already have team leaders, you'll need to take these steps:
- Identify and document the responsibilities, duties, and activities that you want the team leaders to carry out.
- Make a decision as to whether or not you'll adjust the compensation of team leaders.
- Post the team leader position. Interview candidates. Make your selections.
Essentially, you're writing up a job description here and I'm sure you (or someone in your organization) has done this before. Make sure the team leader description capture the following points:
- Team leader will be the coordinator of planning, scheduling, and implementation of lean activities in his or her area.
- Team leader, with the team, will track progress on lean activities using the methods provided by the organization.
- Team leader will work with the operating team to get all this done. Team leader will assure that the team is participating in lean activities and is engaged in using lean methods and tools as they are deployed.
You'll probably want to consider additional compensation for team leaders, especially if team leaders have production coordination responsibilities in addition to their lean initiative duties. You'll find that they do add value to the organization above and beyond any additional compensation, assuming that you utilize and support them.
It's difficult to say just how much additional compensation is appropriate without knowledge of prevailing wages in your industry or region. Trade associations or local business agencies will probably be able to help with this.
Post, Interview, SelectDon't appoint team leaders if you can avoid it at all. Take the time to post the positions, interview, and make careful selections. If you find that you're selecting the leaders you would have appointed anyway, no harm done. Often, companies, find excellent candidates whom they hadn't considered. Even if they don't end up selecting these candidates as team leaders, they have identified "bench strength": associates who can be developed to positions of responsibility.
Posted by George Bohan at Wednesday, December 21. 2011 
Categories: How to Implement Lean Manufacturing
Categories: How to Implement Lean Manufacturing
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