The second and third tiers’ daily stand-up sessions are highly structured with the focus on building accountability and taking action to resolve problems and drive improvement.
Daily accountability is a vehicle for ensuring that focus on process leads to action to improve it. The structure of the daily accountability process is straightforward — a series of three brief meetings to review what happened yesterday and assign actions for improvement. These are fast-paced, stand-up meetings at the work location that emphasize quickly resolving or investigating to the next level interruptions in the defined process.
Daily accountability is the vehicle for interpreting the observations recorded on the visual controls, converting them into assignments for action and following up to see to it that assignments are completed. As with the other principal elements of lean management, daily accountability relies on disciplined adherence to its processes on the part of those who lead the three-tier meetings. When this discipline is present, leaders follow their standard work.
If you would like to contribute your insights or suggestions, please e-mail them to me at Derrick_Wright@Baxter.Com.
Derrick Wright, CPP, is the security manager for Baxter Healthcare, Cherry Hill, N.J. With more than 19 years of management experience in a pharmaceutical manufacturing environment, he has built a converged security program that focuses on top-of-mind business issues as well as technology interoperability to support improved business processes. Derrick is a member of the Security Executive Council and the Convergence Council of the Open Security Exchange (OSE).