There is a presentation utilizing this slide deck available in the training section at Business901.com. Sales and marketing can no longer operate in a vacuum. It has become a process output that intertwines across many of the departments within the organization. As companies have become flat, their decision making is increasingly being done by committee. As a supplier, you must mimic your customer decision-making path and as a result your sales and marketing will also be done by committee.

1. The Lean Sales and
Marketing Canvas
For
EDCA, PDCA, SDCA
Lean Engagement Team
The Collaborative Cycle
of Sales and Marketing

2. Will Lean ever be sustained unless sales and marketing are
on board?
Why start with production if we want to look from the
customer’s eyes?
Would it be not be more correct if we did Lean sales and
marketing first?
Why can’t we have Quality in Sales and Marketing?
SETTING THE STAGE

3. With few exceptions, every time Lean is introduced to sales and
marketing, it was through Value Stream Mapping with the sole
purpose of removing waste in the process.
They were told what that data meant and as a result what they
should stop doing.
This resulted in neither an increase in sales nor an increase in
value added time with the customer.
Salespeople had every right to scream and ignore the
conversation. All they were ever told to do was gather data.
SETTING THE STAGE(cont.)

4. Lean Engagement Team
Value Stream Manager
Team Coordinator
Sales Team
Marketing Communication

5. The implementation and deployment of Lean Sales and Marketing
teams must include a clear definition of roles and matching needed
talent to each team.
Every organization will deploy differently, there is no cookie cutter
approach.
Roles are an important part of this process and the more definition
provided the more effective the individual Teams will be.
Organizations that consider these alignments as an integral part of
their sales and marketing strategy create strategic advantages over
the competition..

6. The Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control po
Transaction to teams
Obtainable goal setting.
Willingness to train people.
Commitment to measurement
Understanding and agreement on the need for processes.
Dedication to knowledge capture & sharing internally & externally.
Clear-cut business and/or divisional strategy and objectives.

7. Successful Lean teams are iTeams
Teamwork is an individual not group skill
Individuals must take responsibility for…
• the quality and productivity of each team
• relationships they are part of
• individual accountability
• the larger, shared tasks or deliverables

8. Customer Experience will mimic
your Employee Experience
• Know your team, design for
personal & social needs
• Build fun/pleasure/satisfaction into
activities
• Design cycles based on desired
customer experience
• Embrace motivators like power,
autonomy & belonging

9. The Value Stream Manager (VSM) represents
the product/service markets and the business.
Team Coordinator (TC) maintains the integrity of the
processes through coaching and predefined control
points.
The Sales and Marketing Team (Team) is a cross-
functional group whose number and expertise are
derived from the decision-making path of the customer.
This Team does the actual sales, providing content,
technical functions, trials, testing, etc.
The Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control po
Overview:

10. Identify specific products/markets that offer organization best
options for growth.
Create a value model for each of targeted product or market.
Clearly state the organization’s competitive value proposition.
Identify the direction needed to enhance that value proposition.
Monitor competitive value proposition.
Value Stream Manager

11. Facilitating the team’s progress toward their goal
Ensuring that work being delivered is in tune w/ customer’s needs.
Mentoring the team on Lean processes .
Acting as a buffer for outside interruptions.
Team Coordinator

12. First consider the kind of team needed:
• Creativity (EDCA)
• Problem Resolution (PDCA)
• Tactical execution (SDCA)
Teams
Once you've established the objectives, you
choose a team structure to match it.
Without this process you may have creative
teams working on tactical execution or on
the other hand a problem-solving team
working on a creative solution.

13. Marketing Communications
Ezine Mailers Brochure Pricing
Web
Presence
Social
Media
Press
Release
Speaking Advertising Referral
Handles the marketing communications for the company.
Works closely with Value Stream Managers & Team Coordinators
Provide support for program strategy and value stream.

14. Identify specific products/markets that offer organization best
options for growth.
Create a value model for each of targeted product or market.
Clearly state the organization’s competitive value proposition.
Identify the direction needed to enhance that value proposition.
Monitor competitive value proposition.
Value Stream Manager

16. The canvas when completed serves as a guide for the sales and marketing team.
It provides the clarity and empowers the team.

17. There should be a canvas created for every value stream and sometimes for every
Sales and Marketing team.

18. You can have as many pillars(channels) as needed. Simple Value Streams only have one
channel, one canvas. Others may have a canvas for each channel or customer segment.

19. This entire value stream could be
managed by one value stream
team or it could be passed to
another value stream team that
manages only that cycle.
The sales and marketing team is a cross-functional group whose number and expertise
are derived from the decision-making path of the customer. The team is first and
foremost the listening post for the customer (prospect), providing the customer with the
information, technology, and support that is required. This is done through a
EDCA/PDCA/SDCA cycles that depending on the complexity may constitute an entire
sales cycle or just a certain portion of the customer’s decision-making process.

21. Facilitating the team’s progress toward their goal
Ensuring that work being delivered is in tune w/ customer’s needs.
Mentoring the team on Lean processes .
Acting as a buffer for outside interruptions.
Team Coordinator

23. Marketing Communications
Ezine Mailers Brochure Pricing
Web
Presence
Social
Media
Press
Release
Speaking Advertising Referral
Handles the marketing communications for the company.
Works closely with Value Stream Managers & Team Coordinators
Provide support for program strategy and value stream.

24. First consider the kind of team needed:
• Creativity (EDCA)
• Problem Resolution (PDCA)
• Tactical execution (SDCA)
Teams
Once you've established the objectives, you
choose a team structure to match it.
Without this process you may have creative
teams working on tactical execution or on
the other hand a problem-solving team
working on a creative solution.

25. SALES EDCA/PDCA/SDCA
The SALES part of the framework is where the sales team gets its directions and
coaching from the team coordinator and value stream manager. Within the actual
cycles the sales team is empowered to make their own choices and determine their
own direction to accomplish the goals of that cycle. One of the key considerations in
developing a team is to determine the objective of the cycle. Is it primarily creativity,
problem-resolution, or tactical execution?

26. As the customer/prospect travels through
their decision-making process our marketing
efforts are implemented in spirals of
increasing knowledge of their process that
converge on the ultimate goal, the correct
solution for the customer. The spiral gets
tighter as we progress. I like to think of it as
an increase in cadence. Passing through
from one spiral to the next is a result of the
customer or, better put, the result of our
increase in knowledge about the customers’
problem and the match of our proposed
solution. This handoff from one cycle to
another is typically managed through a
control point.

27. Standard Work
for the
Lean Engagement Team
The Collaborative Cycle
of Sales and Marketing

28. EDCA PDCA SDCA
How important is Standard Work?
Standard Work puts the food on the table!

29. • Clarity on What to do
• Commitment on When to do it
• Translation from Goals to Actions, the Why
• Enablement of the actions, How
• Accountability thru establishing the Who
• Line of sight on Where your circle of
influence effects
Standard Work provides discipline thru

30. Standard Work in 1 word
Execution

31. SALES SDCA
SDCA documents the current best
practice and provides the foundation
for all continuous improvement. It
provides the structure for daily
accountability and the prescribed
performance to a standard. Part of
Standard Work is the visual forms that
provide the line of sight between
team members, teams, leaders and
coordinators.
One of the key considerations in
developing a team is to determine the
objective of the cycle. In SDCA, we
structure for tactical execution.
Do
Check
Act
Standard
Select the Team Goals of the Project
Empower the Team
Locate the people who will be on the team
Agree on the method
State the standard

33. Do
Check
Act
Standard
Select the Team Goals of the Project
Empower the Team
Locate the people who will be on the team
Agree on the method
State the standard

34. The SALES part of the framework is where
the sales team gets its directions and
coaching from the team coordinator and
value stream manager.

35. S: State the standard
• Standard work is the best practice for a given process.
• Provide a routine for consistent delivery of work.
• Must be stated clearly.
• Provide a clear line of sight to the
• Value Stream Manager
• Team Coordinator
• Team Members

36. A: Agree on the method.
• Method you are going to use for the documentation of
standard work.
• Provide necessary components of a reporting system
that ensures the work is being done as expected.
• Use the practices you are currently doing

37. L: Locate the people who will be on the team.
• List the members of your team
• Including position and role they will play.
Name Position Role

38. E: Empower the Team
• Team is autonomous and completely responsible for
the tasks within this stage
• Clarity is most critical factor for empowering a team
• Outline Meetings, Daily Stand-ups, Weekly Tactical,
Monthly Strategic and others as needed
• Agree on Standard Work

39. S: Select the Team Goals of the Project
• Team fully understands the exact goals and outcomes
expected for this particular cycle
• Team agrees to the exact goals and outcomes
expected for this particular cycle
• Team accepts responsibilities of outcomes.

40. Within the actual cycle the sales team
is empowered to make their own
choices and determine their own
direction to accomplish the goals of
that cycle.

41. P: Standard
• Review the method.
• Document the actions needed and who will complete
each action step.
• Clarify the resources needed for each action step.
• Decide on what constitutes variation and
required action.

42. D: Do the plan
• Perform to the standard.
• Provide line of sight through Kanban Board, Task
Board, Action Planner.
• Demonstrate work flow and problems encountered.

43. C: Check (Study) see if improvement was made
• Did the plan work?
• Collect and analyze data to demonstrate if standard
was done.
• Determine what changes are needed for improvement.

44. A: Act (Adjust)
• Is the standard being completed?
• Has Customers’ needs been completed?
• If not, reconsider and continue improvement
• If it has can customer can be handed off to next
stage/cycle, document steps taken.

45. Example of Team Member Standard Work

46. Provides Line of Sight for Team at Daily Standup

47. Team Coordinator/Leader Standard Work

48. Line of Site for resources needed at weekly tactical
Can auto-populate or be completed by hand.
Easily used as part of the task board in a War
Room type environment. Virtual Teams can use
something as simple as Google Documents or
many other popular software packages.
Providing a visual, simple and
easily access document is the key.

49. Value Stream Manager Standard Work

50. Line of Site for Goal review at Monthly Strategic

51. SDCA uses the 7 Basic Quality Tools
• Cause-and-effect diagram (also called Ishikawa or fishbone chart): Identifies many
possible causes for an effect or problem and sorts ideas into useful categories.
• Check sheet: A structured, prepared form for collecting and analyzing data; a
generic tool that can be adapted for a wide variety of purposes.
• Control charts: Graphs used to study how a process changes over time.
• Histogram: The most commonly used graph for showing frequency distributions, or
how often each different value in a set of data occurs.
• Pareto chart: Shows on a bar graph which factors are more significant.
• Scatter diagram: Graphs pairs of numerical data, one variable on each axis, to look
for a relationship.
• Stratification: A technique that separates data gathered from a variety of sources so
that patterns can be seen (some lists replace “stratification” with “flowchart” or
“run chart”).

52. Frame
Problems as Opportunities

53. Always DRAW for
• Yourself
• Team
• Organization
• Customers

54. PDCA
for the
Lean Engagement Team
The Collaborative Cycle
of Sales and Marketing

55. The only competitive advantage you have
is the rate at which you learn from your
customers.
Positioning your organization in your customer’s
playground is the most important role marketing has.

56. Marketing with PDCA
PDCA = Knowledge Creation
• Knowledge is limited at beginning
• Key information not known
• Feedback to justify hypotheses
• Customers changes mind
• Each cycle closer to the goal

57. PDCA is a Call to Action
Start with a problem that you don’t have the current
knowledge to solve.
What don’t I understand that I need to learn?
What change do I need to see?
Close the knowledge gap
before closing the performance gap.

58. SALES PDCA
PDCA provides feedback to justify our
hypotheses and increase our
knowledge. This allows both the
customer and us not to be perfect the
first time. The rate of change or the
speed of the improvement is a key
competitive factor in today’s world.
PDCA allows for major jumps in
performance not through massive
breakthroughs but through frequent
small improvements.
One of the key considerations in
developing a team is to determine the
objective of the cycle. In PDCA, we
structure for problem-resolution.
Do
Check
Act
Plan
Select the Improvement
Empower the Team
Locate the people who understand the process
Analyze the current process
Select the initial Problem Perception

60. Do
Check
Act
Plan
Select the Improvement
Empower the Team
Locate the people who understand the process
Analyze the current process
Select the initial Problem Perception

61. The SALES part of the framework is where
the sales team gets its directions and
coaching from the team coordinator and
value stream manager.

62. S: Select the initial Problem Perception
• What is the problem to be solved?
• Describe the problem, issue or need that your project
is intended to address.
• Always Predict
• Allows actions to be more focused
• Ensures that relevant data will be collected.
• Enables results to be obtained quicker

63. A: Analyze the current process
• Review the Critical to Quality (CTQ) issues facing this
value stream and how they apply to this cycle.
• What should be involved in this step?
• Have customers’ expectations and specifications
been examined and documented?
• What are the points of concern?

64. L: Locate people who understand the process
• List the members of your team
• Including position and role they will play.
Name Position Role

65. E: Empower the Team
• Team is autonomous and completely responsible for
the tasks within this stage
• Clarity is most critical factor for empowering a team
• Why are we doing this project? Is it clear to all participants?
• What are we going to do? How will it be measured?
• Who is responsible for each task? Who does it involve?
• How must it be accomplished? How do we review?
• Where will it take place? Where can the data be found?
• When must it be complete?
• Outline Meetings, Daily Stand-ups, Weekly
Tactical, Monthly Strategic and others

66. S: Select the Improvement
• Define the Gap that is to be completed in this cycle
• Team agrees to the goals and outcomes expected for
this particular cycle
• Team accepts responsibilities of outcomes.

67. Within the actual cycle the sales team
is empowered to make their own
choices and determine their own
direction to accomplish the goals of
that cycle.
Plan is
50% of effort

68. P: Plan
• What are the detailed steps you will take to make an
improvement?
• Clarify the problem, breaking down customer decision
process and people involve.
• Locate the point of concern or cause through Who,
What, Where, When
• Identify root cause and verify with data.
• Develop countermeasures utilizing user stories
and place on task board, prioritize.

69. D: Do the plan
• Build Project Plan or iteration through user stories
• Provide line of sight through Kanban Board, Task
Board, Action Planner.
• Demonstrate work flow and problems encountered.
• Use daily stand-ups or Andon to signify problems
or hang-ups.

70. C: Check (Study) see if improvement was made
• Did the plan work? Study the results
• Collect and analyze data to demonstrate if gap was
closed
• Determine what changes worked and which ones
did not

71. A: Act (Adjust)
• Has the gap been closed?
• Has customers’ needs been completed?
• If not, reconsider and continue improvement
• If it has can customer can be handed off to next
stage/cycle, document steps taken.
• Can action be turned into standard work?

72. Example of Team Member Standard Work

73. Provides Line of Sight for Team at Daily Standup

74. Team Coordinator/Leader Standard Work

75. Line of Site for resources needed at weekly tactical
Can auto-populate or be completed by hand.
Easily used as part of the task board in a War
Room type environment. Virtual Teams can use
something as simple as Google Documents or
many other popular software packages.
Providing a visual, simple and
easily access document is the key.

76. Value Stream Manager Standard Work

77. Line of Site for Goal review at Monthly Strategic

78. PDCA uses 7 Basic Tools
• Affinity diagram: organizes a large number of ideas into their natural relationships.
• Relations diagram: shows cause-and-effect relationships and helps you analyze the
natural links between different aspects of a complex situation.
• Tree diagram: breaks down broad categories into finer and finer levels of detail,
helping you move your thinking step by step from generalities to specifics.
• Matrix diagram: shows the relationship between groups of information and can give
information about the relationship, strengths, the roles played or measurements.
• Matrix data analysis: a complex mathematical technique for analyzing matrices,
often replaced in this list by the similar prioritization matrix.
• Arrow diagram: shows the required order of tasks in a project or process, the best
schedule for the entire project, and potential scheduling, problems and solutions.
• Process decision program chart (PDPC): systematically identifies what might go
wrong in a plan under development.

79. What is your iCustomer Level?
The iCustomer level is not a tangible number. It is strictly based on the degree of
interaction your organization needs based on the products/services it is delivering.

80. PDCA is the Culture of Lean
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
“Lean is not a revolution; it is solve one thing and prove one thing.” - Dr. Michael Balle

81. EDCA
for the
Lean Engagement Team
Book
Coming Soon!
The Collaborative Cycle
of Sales and Marketing

82. Explore thru Pull
Access
• Not about “Stocks of Knowledge” versus “Flow of
Knowledge.”
Attract
• Being part of customer conversations.
Achieve
• Supported by a broad collection of people and
resources which you can pull from.

83. Create Pull - Access
Value – in – Use
Service and Products are a means to an end
Value Co-Creation
Not for customers rather with customers
Trust
Real value with all stakeholders

84. Explore when Problem is unknown
EDCA =
• What is?
• What If?
• What Wows?
• What Works?

85. EDCA is a Journey in the Customer’s Playground

86. EDCA is closely related to Service Design Thinking
Stage 1: Exploration
Stage 3: Reflection
Stage 2: Creation
Stage 4: Implementation

87. SALES EDCA
Marketing in highly competitive
markets is about exploring new
propositions and innovation in the
users domain . The environment
determines where to start and
complex marketing environments
need EDCA. Within the actual EDCA
cycle the sales team is empowered to
make their own choices and determine
their own direction to accomplish the
goals of that cycle.
One of the key considerations in
developing a team is to determine the
objective of the cycle. In EDCA, we
structure for innovation and creativity.
Do
Check
Act
Explore
Select a limited set of needs you are designing for
Empower the Team
Locate the people who understand the user and the needs
Analyze the user
Sense-making: Give meaning to experience.

89. Do
Check
Act
Explore
Select a limited set of needs you are designing for
Empower the Team
Locate the people who understand the user and the
needs
Analyze the user
Sense-making: Give meaning to experience.

90. The SALES part of the framework is where
the sales team gets its directions and
coaching from the team coordinator and
value stream manager.

91. S: Sense-making: Give meaning to experience
• Create a point of view statement that defines the
efforts to understand connections which can be
among people, places, and events.
• Understanding the problem space is many times as
important as understanding the user.

92. A: Analyze the user
• Define and study the user to develop insights as a
starting point for defining value.
• Review and focus on the service period to determine
the pre-service, service and post service durations.
• What are the points of concern?

93. L: Locate people who understand the process
• List the members of your team
• Including position and role they will play.
Name Position Role

94. E: Empower the Team
• Team is autonomous and completely responsible for
the tasks within this stage
• Clarity is most critical factor for empowering a team
• Why are we doing this project? Is it clear to all participants?
• What are we going to do? How will it be measured?
• Who is responsible for each task? Who does it involve?
• How must is to be accomplished? How do we review?
• Where will it take place? Where can the data be found?
• When must it be complete?
• Outline Meetings, Daily Stand-ups, Weekly
Tactical, Monthly Strategic and others

95. S: Select a limited set of needs you are
designing for the user.
• Create user stories based on this set of needs.
• Team agrees to the goals and outcomes expected for
this particular cycle
• Team accepts responsibilities of outcomes.

96. Within the actual cycle the sales team
is empowered to make their own
choices and determine their own
direction to accomplish the goals of
that cycle.

97. E: Explore
• Observe, Think and Feel: Planning is not done in
isolation. Visit customers, go to Gemba for planning.
• Visualization: use imagery to envision possible future
conditions
• Journey Mapping: assess existing experience through
the customer’s eyes
• Value Chain Analysis: assess the current value
chain that supports the customer’s journey

98. D: Do the plan
• Act and Engage: look and generate new alternatives to
the existing business model
• Mind Mapping & Brainstorming: generate insights
from exploration activities and use those to create
design criteria
• Concept Development: assemble innovative
elements into a coherent alternative solution
that can be explored and evaluated

99. C: Check (Study) see if improvement was made
• Analyze and optimize: isolating and testing the key
assumptions that will drive success or failure of a
concept
• Rapid Prototyping: express a new concept in a tangible
form for exploration, testing, and refinement
• Customer Co-Creation: enroll customers to participate
in creating solution that best meets their needs

100. A: Act (Adjust)
• Relate and Influence: No matter how good of a idea
you have, the key is still in gaining acceptance of
others, build constituency .
• Has exploratory needs been completed? If not,
reconsider.
• Can we improve through a Learning Launch (PDCA)
• Create an affordable experiment
• Let UX the new solution over an extended period
• Test key assumptions with market data.
• Document the steps to complete hand off.

101. Example of Team Member Standard Work

102. Provides Line of Sight for Team at Daily Standup

103. Team Coordinator/Leader Standard Work

104. Line of Site for resources needed at weekly tactical
Can auto-populate or be completed by hand.
Easily used as part of the task board in a War
Room type environment. Virtual Teams can use
something as simple as Google Documents or
many other popular software packages.
Providing a visual, simple and
easily access document is the key.

105. Value Stream Manager Standard Work

106. Line of Site for Goal review at Monthly Strategic

107. EDCA uses 10 Basic Tools
• Visualization: using imagery to envision possible future conditions
• Journey Mapping: assessing the existing experience through the customer’s eyes
• Value Chain Analysis: the current value chain that supports the customer’s journey
• Mind Mapping: generating insights from exploration activities
• Brainstorming: generating new alternatives to the existing business model
• Concept Development: assembling innovative elements that can be explored
• Assumption Testing: isolating and testing the key assumptions that will drive
success or failure of a concept
• Rapid Prototyping: expressing a new concept in a tangible form for exploration,
testing, and refinement
• Customer Co-Creation: enrolling customers to participate in creating the solution
• Learning Launch: creating an affordable experiment that lets customers experience
the new solution over an extended period of time, so you can test key assumptions

108. The Toolset utilized and the diagram
is from the book
Designing for Growth

109. 7Cs of Co-Creation
Source: McColl-Kennedy
1. Co-operate (compliance)
2. Collate (sorting, assorting, synthesising)
3. Combine complementary skills, knowledge, expertise
4. Connect eg with family, friends, service providers, support groups
5. Co-learning
6. Co-produce(self service, co-design, new service development)
7. Cerebral activities (eg positive thinking, reframing, emotional regulation)
When you think about co-creation you jump to innovation. There are other parts to co-
creation and how you co-create depends on the level of trust you have with customers.

110. Resources
Books:
This is Service Design Thinking: Basics - Tools - Cases
The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion
Business Model Generation: A Handbook for Visionaries, Game Changers, and
Challengers
Designing for Growth: A Design Thinking Toolkit for Managers
Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality
Get Clients Now!(TM): A 28-Day Marketing Program for Professionals, Consultants,
and Coaches
Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and
Updated
Websites:
Janet R. McColl-Kennedy: Co-creation of Value and S-D logic

111. Leader Standard Work

112. 4 Principle Elements
of a
Lean Management System
1. Leader Standard Work
2. Visual Controls
3. Daily Accountability Process
4. Leadership Discipline

113. Process
Focus
Leader Std.
Work
Visual
Controls
Daily
Accountability
Leadership
Discipline

114. Creating a Lean
Culture
Tools to Sustain Lean Conversions
by David Mann
Leader Management System

115. Leadership Discipline
Fuel
Visual Controls
Transmission

116. Leader Standard Work
4 Benefits of Leader Standard Work
1. Translates vague Lean principles into unambiguous
performance evaluation criteria
2. Repeatable systems
3. Continuity of best practices
4. Enables average person to consistently deliver above
average results

117. Translates vague Lean principles into
unambiguous performance evaluation criteria
1. Clearly stated recipe (Standards for expected behaviors)
2. Focused on "doing it," rather than "getting it"
3. Raises questions quickly to back up words with actions
4. Solid Starting Point
5. Cumulates to date actions of best practices

118. Repeatable systems to focus on both:
1. Results
2. The Process that yields results
1. (Difference from MBO – just meet numbers)
2. More Coaching

119. Continuity of best practices
1. Things should continue to operate much as they have,
- no "new sheriff in town"
2. Process dependent, not person dependent.
3. Core tasks and Routines are explicitly called out.
4. Minimizes variability
5. Reduces ambiguity
6. Sets conditions under which an individual leader's success is
more likely.

120. Enables average person to consistently deliver
1. Leader Standard Work as Interlocking Layers with a degree of
redundancy built in, linking the layers.
1. The team leaders' standard work specifies this task.
2. The supervisor's standard work calls for spot-checking and daily meetings
3. The VSM's standard work calls for initialing the value stream once a day
2. Follow-up action items posts to a visual daily task accountability
board for review the next day.
3. Prompted by the specific requirements in leaders" standard work
from value stream manager to team leader.

121. Enables average person to consistently deliver
1. Daily direction
2. Focus on process
3. Simple Step-by-Step routine.

122. Visual Controls
1. Represent lean's emphasis on process.
2. Timely maintenance of visuals provides physical
evidence of leaders' discipline.
3. The visuals with their process data are brought to a
standard, often daily accountability meeting.
4. Circularity is good, it is designed to be – represents a
closed loop

123. Daily Accountability Process
1. Provides the steering wheel: Task assignments for which
improvements will be worked on.
2. Provides the throttle, or the due date and resources for the
improvement task.
3. Reinforce the lean management system's focus on process
4. Weekly accountability sessions can also be used.

124. Line of Sight
Know what your Team
Members are doing
• Daily Standups
• Weekly Tactical
• Monthly Strategic
• Quarterly Strategic

125. Not to Difficult
1. Leader Standard Work
2. Visual Controls
3. Daily Accountability Process
4. Leadership Discipline

126. Leadership Discipline
1. Behavior is more important than charisma
2. Execute the basics:
1. Teaching
2. Accountability
3. Execute
4. Reinforce
5. Inspect

127. Leader Standard Work checklists should be
followed for large percentage of lean tasks.
Time devoted to completing leader standard work
1. Team Leaders - 80% of their
2. Department Supervisors - 50%
3. Value Stream Managers - 25%
4. Executives - 10%
Leader standard work should be consciously designed to allow discretionary
time to do non-repetitive things like respond to problems, train people, and
work on improvement tasks.

128. “People don’t resist change.
They resist being changed.”
- Peter Senge