LDMS (Lean Daily Management System) HELP: No Daily Metrics in HR

[Kayann Kretschmar]

Re: LDMS (Lean Daily Managment System) HELP: No Daily Metrics in HR

our HR is part of Lean process -
1. Daily 5S - done as part of Daily Management Audits (like automotive Layered Process Audits yet we have Daily Mgt that follows up on pressing issues and regular facility upkeep in addition to the supervisor daily audits)
2. Daily Safety - only required to update postings at Team Improvement Boards and Safety Board weekly but must be maintained daily
3. Hours worked - has to be calculated daily to stay on top of productivity and meeting of customer demans/tact

HTH

 

[DwaneLay]

Re: LDMS (Lean Daily Managment System) HELP: No Daily Metrics in HR

System -

An interesting issue, indeed, and one that I've dealt with in the past. I work specifically with HR in implementing Lean practices, and would be happy to discuss some of those challenges with you. You can drop me a note if interested. I also write a blog on the topic (LeanHRBlog.com) that might be of interest to your team.

As far as daily meetings, I have to agree that they can be a bit of overkill. I see them as one of the "manufacturing" Lean things that got carried over without a lot of thought. If they don't make sense, then they don't add value, and they shouldn't be done.

Just my opinion, of course.

Best,

Dwane

 

[Chris_Anderson]

If HR has nothing to talk about daily then what exactly do they do every day?

I believe you need daily meetings to maintain the discipline of lean as part of your Lean Daily Management System. That does not mean you need to talk about the same things every day. If your transaction volume is low then focus on different areas each day.

HR's function is to support hiring and termination, training and development, benefit programs, HR compliance-safety and their own improvement projects. There are five topics to discuss, one each day.

The discussion should be about the data collected, the trend charts that are updated, the noconformances that are occurring, and what the progress is towards the objectives.

I suspect they are thinking too much about the big picture. They need to break it down into smaller elements that can be tracked daily.

What is employee turnover, what's the goal?
What is the competency level for each employee, what's the goal?
How many people are using benefit programs, what is the goal?
How many compliance/safety nonconformance, what's the goal?
How many kaizens, what's the goal?
Overall, what are the results of the HR department services?

If your company is big enough to have an HR department/group of more than one person then it is big enough to have something to talk about. I find it hard to believe they have nothing to talk about...

Chris Anderson

 

[System]

Bizmanualz,
Thanks for the reply and I appreciate your passion. Since my original post, the HR department has gone to a once a week meeting. They argue, with some merit, that the types of metrics you listed don't change daily and more likely only change monthly. I have been asking them to focus on a different metric each week as well as any issues, successes, or just simple communications that come up weekly.

They are happy with the system and they believe they are getting benefits, now I will work to move them to a more frequent meeting. In my experience, meeting daily significantly improve communication and team building.

Thanks

 

[Chris_Anderson]

They are being too reactive in their thinking. If you are hiring one person a year then you are pretty small to have an HR department. If you are hiring one a month then you must have a process that requires oversight, has defects, and also opportunities for improvement. Plus, they then have daily things to talk about...

The same goes for the other areas. They have plenty to talk about. They are not collecting the right data to lead the discussion.

Chris