Coaching and mentoring by a leader is an essential role/action in developing engaged thinkers who are empowered to make a difference in their daily work.   A good coach is present at the Gemba (where the work is happening) asking questions regarding the value added processes that support the order to the customer.  Good coaches/mentors must be the “servant leader”, which are leaders who “work for” their people ensuring they have the proper resources to be successful at their individual process which in turn supports the value streams that creates the company outputs.   If leaders are aligning the questions to support the key performance indicators (KPI’s) such as quality, safety, productivity and cost then they should be asking what should be happening versus what is currently happening vertical and horizontally across the organization.  These questions should uncover gaps that can be measured so then problem solving thinking (PDCA) becomes the important key element that is the common lens everyone sees through.  Coaching and mentoring in the A3 PDCA process should be 50% of your role and responsibility as a leader.

At the end of this session, you should be able to understand at a high level:

• A3 Problem Solving (PDCA) to core to successful business/leadership practices

• The role standardization plays in leadership practices/behaviors

• The daily actions of a Leader/Manager to engage their people in a problem solving

Tracey Richardson

Tracey Richardson was one of the first team members hired at Toyota Motor Manufacturing Kentucky (TMMK), learning directly from Japanese trainers. In over 21 years at Toyota, she learned first-hand about bringing together lean tools and culture development while serving as a group leader and quality circle advisor.  

Richardson studied business, marketing, and education at Eastern Kentucky University, leaving to accept a position at TMMK where she accrued over 460 hours in Toyota Methodology training, including courses in problem solving, quality circles, A3 writing, standardized work, job instruction, plan-do-check-act applications, and worksite communication. As president of Teaching Lean, Inc., she currently works with Toyota, Toyota suppliers, and other companies, developing employees and senior leaders by helping them align daily activities with company business plans.