Standard work is work that we perform on a regular basis. It is the processes we follow, developed to conform with best practises in our professions that allows the work to get done in a consistent manner. Examples are everywhere: the standard process for getting a resident up, and dressed, the activities an activity director plans for residents, the process of cleaning a room, all standard methods of getting a job done in an efficient and friendly manner.
Standard work happens in everywhere. Managers expect staff to follow laid out processes to get the work done. Managers are no exception. There are management duties that all managers have in common. They are expected to carry these out. Some are daily, some monthly, quarterly, semi annually and yearly. Some examples of managers’ standard work, that all managers are expected to carry out are:
- Daily staff rounding
- Rounding on residents/family/customers
- Ensuring the Gemba Board is kept up to date
- Tracking operational problems
- Regular gemba walks (to observe work.
- Developing process maps
- Conducting improvement projects to eliminate wasted time and effort
- Monitor improvement projects
- Developing strategic plans
- Managing departmental budgets
- Conduct monthly departmental meetings
- Annual performance appraisals done on time
Additionally, there is work that is specific to the department that managers are also expected to carry out. This varies according to the discipline.
In order to help you develop a plan to manage your own time, grab a piece of paper, divide it into four columns. Label them daily, weekly, monthly and other. Assign the standard work you are expected to perform to the appropriate column. This is the list of the things you are expected to do as a manager.
When we look at the list, it can be daunting. We ask ourselves, “How are we going to get all this extra work done and get our regular wok done as well?” We need to understand that this standard management work is not extra work but is the standard management work that is associated with our positions. The other duties, answering emails, answering the phone, putting out fires, dealing with crises are all in addition to our standard managers’ work.
As managers, we are evaluated on how well our units perform. That performance and our evaluations are directly tied to how well we perform standard managers’ work.
Where do we find the time to get it all done?
The Pareto Principle states that 20% of your concentrated efforts will result in 80% of your best results. Putting this into nursing home terms, if managers spend 20% of their time on manager’ standard work, this will result in 80% of their success as managers. Based on an average work day of approximately 8 hours (and most of you work many more) this translates to approximately 90 minutes per day. The rest of the day is spent doing those other things.
For many of us, the challenge is not only finding the time but also tracking the results to make sure everything gets done. If it didn’t get done, what prevented us from doing it? How can we eliminate the reason it didn’t get done so it gets done in the future.
Visual management is a basic LEAN technique that shows us our progress at a glance. It’s a constant visual reminder of what we have accomplished, what needs to be done and what we failed to do.
The use of a Standard Work Weekly Chart will help you stay on track, make sure your management standard work gets done and act as an accountability piece to your manager as well as your staff. Its effectiveness lies in its
Standard Work Weekly Sheet.001Standard work is work that we perform on a regular basis. It is the processes we follow, developed to conform with best practises in our professions that allows the work to get done in a consistent manner. Examples are everywhere: the standard process for getting a resident up, and dressed, the activities an activity director plans for residents, the process of cleaning a room, all standard methods of getting a job done in an efficient and friendly manner.
Standard work happens in everywhere. Managers expect staff to follow laid out processes to get the work done. Managers are no exception. There are management duties that all managers have in common. They are expected to carry these out. Some are daily, some monthly, quarterly, semi annually and yearly. Some examples of managers’ standard work, that all managers are expected to carry out are:
Daily staff rounding
Rounding on residents/family/customers
Ensuring the Gemba Board is kept up to date
Tracking operational problems
Regular gemba walks (to observe work.
Developing process maps
Conducting improvement projects to eliminate wasted time and effort
Monitor improvement projects
Developing strategic plans
Managing departmental budgets
Conduct monthly departmental meetings
Annual performance appraisals done on time
Additionally, there is work that is specific to the department that managers are also expected to carry out. This varies according to the discipline.
In order to help you develop a plan to manage your own time, grab a piece of paper, divide it into four columns. Label them daily, weekly, monthly and other. Assign the standard work you are expected to perform to the appropriate column. This is the list of the things you are expected to do as a manager.
When we look at the list, it can be daunting. We ask ourselves, “How are we going to get all this extra work done and get our regular wok done as well?” We need to understand that this standard management work is not extra work but is the standard management work that is associated with our positions. The other duties, answering emails, answering the phone, putting out fires, dealing with crises are all in addition to our standard managers’ work.
As managers, we are evaluated on how well our units perform. That performance and our evaluations are directly tied to how well we perform standard managers’ work.
Where do we find the time to get it all done?
The Pareto Principle states that 20% of your concentrated efforts will result in 80% of your best results. Putting this into nursing home terms, if managers spend 20% of their time on manager’ standard work, this will result in 80% of their success as managers. Based on an average work day of approximately 8 hours (and most of you work many more) this translates to approximately 90 minutes per day. The rest of the day is spent doing those other things.
For many of us, the challenge is not only finding the time but also tracking the results to make sure everything gets done. If it didn’t get done, what prevented us from doing it? How can we eliminate the reason it didn’t get done so it gets done in the future.
Visual management is a basic LEAN technique that shows us our progress at a glance. It’s a constant visual reminder of what we have accomplished, what needs to be done and what we failed to do.
The use of a Standard Work Weekly Chart will help you stay on track, make sure your management standard work gets done and act as an accountability piece to your manager as well as your staff. Its effectiveness lies in its simplicity.