Sustaining With Layered Audits

One of the most common questions I hear with 5S (and Lean for that matter) is how do you sustain. Sustaining 5S can be very difficult without the use of 5S standard. A layered audit program is essential to ensure that your company’s 5S efforts continue.

Layered Audits are tied directly into the fifth S – Sustain – and they are the means used in Lean Improvement Systems to avoid “backsliding” into old habits, creating sustainable culture change.

Originating in the automotive industry, the concepts behind the Layered Process Audit are not new. They find their origin in the well-known Plan-Do-Check-Act continuous improvement cycle.

Layered Process Audits require that multiple operational levels within an organization review the same key operational controls to ensure sustainability. Simply stated, they are an ongoing chain of simple verification checks, which through observation, evaluation and conversations on the line; assure that the process is being properly performed.


The key is everyone is an “auditor”. To paraphrase E. Edwards Deming, no one goes to work with the intention of doing a bad job. Therefore, everyone wants to know that he or she is doing a good job. If people need to know that they are doing a good job, they need to have metrics regarding their job. This starts with the operator personally checking their process for compliance. Then the first line supervisor checks key processes, where feedback is immediate as are any agreed-upon corrective actions. The next level supervisor would then make the same checks, and so forth, up the chain of command in the organization.

The essential part of the Layered Audit is the creation of a standard checklist You must identify and ask the right questions on the checklist. This is where Standard work at all levels of the organization is critical. Layered Audits is a formalization of “management by walking the Gemba”.

Layered Process Audits can be compared to a preflight checklist. Is my operation ready for take-off? Am I confident that everything is in place to build and ship conforming product to my customer? When the flight, or day, goes smoothly, management and operators can use the time saved to work on improvements.

The Layered Audit approach is especially effective in sustaining process improvements and institutionalizing key process steps because all levels of the organization participate. Managers often can learn much about the manufacturing processes from operators, and operators can learn much about what is important to customers from managers.

Lean Quote: Aligning Your KPIs Keeps You Focused

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted." — Albert Einstein

We’ve all heard the saying, “What gets measured gets done.” It means regular measurement and reporting keeps you focused — because you use that information to make decisions to improve your results. Your most critical measurements are called Key Performance Indicators.

It’s important to make sure that your KPI’s are aligned with each other to avoid unintended consequences later.

1. Ensure your team understands KPI’s. You’ll be an expert once you read the information linked below in “Now It’s Your Turn.”

2. Determine what indicators are important. What are those vital few indicators that tell you things are working as intended?

3. Assess which data elements can be collected easily. If it’s too difficult, you will lose interest and stop.

4. Express the KPI as a formula (e.g. cost/searches=cost per search) and make sure you calculate it the same way every time.

5. Create a simple “dashboard” — a place to track the data on your internal website or on a shared Excel document.

6. Discuss the results every month with your team and make changes to your KPI’s until you are satisfied they are correct.

7. Dig down to analyze the KPI’s for your planning efforts.

KPI’s are one measurement technique in your arsenal. They can be a quick and useful tool to let you diagnose strengths and weaknesses in your process, make strategic decisions, and ensure you are heading in the right direction. Don’t forget: the real value is in the discussion of results with your team, not the numbers themselves.

7 Must Have Tools for Lean Factory

There are lots of tools in the tool box of continuous improvement for sure. Out problem solving can be improved by basic application of simple tools. Perhaps there are several simple tools that everyone should have at their disposal. In my experience these tools can help with many Lean efforts including visual management or 5S, value stream and process mapping, daily management and standardization:

Camera. A camera is a great tool document the process. You can use it to share best practices like in single point lessons, create visual standards, or even communicate defects and discrepancy. A picture is worth a 1000 words. Pictures are very effective at visually highlighting the improved appearance and order in the workplace.

Laminator. Customize your own visuals with a laminating machine. The use of visuals helps to ensure that the new standards remain clearly visible, readily understood, and consistently adhered to by all employees long after the Lean or rapid improvement event is over.

Label Maker. The right printing system can be an essential tool for creating an orderly and visually instructive workplace, allowing you to make signs, labels, tags, and more on demand.

Vinyl Chart Tape. Chart tape can be used in charting, plotting, and sectioning off various cells and diagrams. Using magnets as cell markers or placeholders along with a vinyl tape-created chart can turn any magnetic surface, whiteboard or not, into a sleek, low-maintenance chart.

Magnetic Adhesive Tape. Magnetic self adhesive tape is a perfect solution for a variety of signage projects. It is extremely easy to use, just cut, peel and stick. This is perfect for adhering labels, signs, and other visuals to boards and equipment, allowing you to move & reuse them.

Double Sided Tape. Double-sided tape is a versatile tool that comes in handy for many uses including mounting, sealing, and installing. Peel-and-stick adhesive tape can secure materials to a wide range of surfaces, including paper, cardboard, wood, plastic, and metal.

Post-it-notes. Post-it-notes have become a symbol of process mapping especially value stream mapping. Where ever there is a vertical surface you can create a map. They can also be used to identify waste in a cell like a red tag card for a 5S activity. I have even used post-it-notes to do a work balance table by cutting slips to represent the process times of various steps. They are great for daily action item tracking, too.  Post-it-notes are a versatile tool with lots of potential for the creative.

There is no one right tool for every job, but these can be used together to come with many effective improvement solutions. There are low cost, simple to use, and easy to store.  I believe everyone should have these tools in their toolbox.

What items do you find indispensable to your continuous improvement efforts? 

Lean Quote: Olympic Lessons for Success

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"The most important thing in the Olympic Games is not winning but taking part; the essential thing in life is not conquering but fighting well." — Pierre de Coubertin, father of the modern Olympic Games

Like millions of others from around the globe I have been glued to the TV watching the winter Olympics from Sochi. Once again the eyes of the world are on its best and brightest athletes as they attempt to push the human body to new limits, and remind us that our best human qualities — determination, perseverance, innovation, sacrifice, and camaraderie – know no bounds.

As much as the Olympics represent the pinnacle of the sporting world, they are also the source of a number of inspiring stories that showcase both the human spirit and what we can accomplish when we strive to be our best.

To that end, I’d like to share some important lessons for leaders on how to guide their organization to succeed and thrive, regardless of the challenges that stand before them.

Lesson 1: Olympians know no goal is impossible with the right mindset. If you want to succeed, don’t lose sight of your goals. Stay unwaveringly motivated. Your focus determines your results. Focus on the right things.

Lesson 2: When Olympians suffer an inevitable setback, they don’t let themselves succumb to doubts. You can’t compete at the highest levels without inner-confidence. And when you do get a taste of success, don’t rest on your laurels. You have to pivot, hone in on the strengths that have carried you so far, and overcome adversity with perseverance.

Lesson 3: There’s no substitute for surrounding yourself with the best possible team. With the right players, there’s no limit to what you can accomplish. Don’t compromise on talent, and hold yourself to the lofty expectations people will place on you.

Lesson 4: Olympians break through excuses. Many businesses will face immense challenges on the road to success. They will also be presented with opportunities to overcome these challenges. Don’t squander your potential with self-imposed limitations. Don’t make excuses for why you cannot engage more fully. Capitalizing on your chances is a matter of being dedicated and sacrificing for the greater good of the business.

Lesson 5: Olympians never stop learning from mistakes. In business you need to measure everything so you can analyze how to be more effective, more productive, and more profitable in the future. What gets measured gets improved. You never settle for good. You always strive to be great. It’s an attitude of constant improvement.

Lesson 6: Olympians give 100% commitment to their goals. You have to give 100% commitment to what it is you want to achieve. Without a doubt those that are competing have committed themselves 100%. They don’t expect it to be easy and are ready and willing to do what it takes.


To achieve success businesses and leaders within them need to take a long term view. The reality is there is no shortcut to success. These lessons above show how we should approach our leadership and guiding the people we lead towards achieving our shared goals.

What is Watched Gets Done, Importance of Effective Measures

There is quite a bit of debate about the origin of this little statement. The Renaissance astronomer Rhaticus suggested that if you can measure something, then you have some control over it, and the Hawthorne Effect is a great example of this principle in action.

There are many ways for ensuring that effective measures and supervision is in place in my experience.

First, you must have a business plan and budget. Without the simple and clear statement of goals and objectives you’ll have no idea of why you are observing and where you would like to be.
You must also have good information systems. Your practice software will tell you everything you need to know, but only if you put the right information in to it. Garbage in, garbage out – or ‘GIGO’ definitely applies here. Empty data fields and inaccurate entry are going to sink the ship quickly. 

Know the difference between a measure and a metric. A measure is one quantitative number that counts something, for example; “We made $100,000 sales last quarter”. A metric gives you more information because it compares the measure to some other baseline, for example; “We made $100,000 sales last quarter, $50,000 more than the same quarter last year”. It is also important to look at trends over time. Benchmarks can also be helpful, particularly when discussing differences. A ‘busy’ practice with $500k of sales and four staff, might want to think about the $1.5 million sales practice with five staff.

Understand the difference between an outcome metric and a performance metric. An outcome metric tells you the result of something compared to the past. A performance metric tells you how well the activities are performing that have been determined as future targets.

Know what you want to know before you start measuring things. Sometimes reports are a dumping ground for all the data that’s available, whether it’s useful or not. The information must mean something and lead to a change in actions, tactics or behaviors.

Nobody will achieve their objectives if they have no idea what they are. Staff need to know what their daily, weekly and overall targets are for sales, break-even and the reportable KPIs. They also need feedback. We also need to give them knowledge, resources and support to get there. This is really important.

Measures need to be simple to understand and transparent. People in the business need to understand the measures and how they personally influence these measures. They also need to understand the impact these have on overall business success.

What gets measured gets done and drives business success.

Hawthorne Effect and Productivity

The Hawthorne effect is named after a series of experiments that changed the way we think about work and productivity. While previous studies had already focused on individuals and how their performance could be improved, the Hawthorne experiments placed the individual in a social context for the first time.

The experiments, which took place at Western Electric’s Hawthorne factory (a suburb of Chicago) between mid 1920s and early 1930s, showed that workers are influenced by their surroundings more than they are by their individual abilities.

Because the experiments originally sought out to study the effects of physical conditions on productivity, the researchers began the experiments by increasing the lighting in the work area of a group of workers. Another group of workers, whose lighting was not changed, served as a control group. 

Perhaps unsurprisingly, the productivity of the workers who got more light increased much more than that of the control group. After all, you can assume that a better lit work area is more conducive to productivity. 

But the twist came when the researchers noticed that no matter what changes they’re implementing, the workers’ productivity continued to go up.

Not only did the researchers change other working conditions, like working hours, rest breaks, and so on. They even dimmed the lights back down to the initial level. Productivity improved in each and every situation – even when the lights were dimmed!

By the time all the changes were reverted to their initial state, productivity was at its highest level, and absenteeism had plummeted.

So the researchers concluded that it wasn’t the actual changes in the working conditions that increased productivity. The workers increased output simply because they were aware that they were under observation from researchers and supervisors.

The Hawthorne Effect is largely about managing employees so they feel more like an integral part of your business. Encouraging employee input into workplace decisions and operational decisions tends to make employees feel more like part of a cohesive team striving to achieve the common goal of making the business more profitable.

The most effective changes are likely to be those that result from employee input. Boosting productivity from your employees is as simple as paying more attention to them and their needs and concerns. Making employees feel more appreciated encourages them to improve their performance.

If companies make an effort to invest in their workers' happiness and well being, they will improve productivity. Investing in better benefits, increased employee support, and improved workplace conditions rather than simply handing out raises yields a bigger return on investment, because time and time again, studies prove that happy employees are more productive employees.