succeed, Part II
If you haven’t read last month’s
article, please do so or this
article will seem a bit foreign.
The topic is about communicating information across your entire organization in a way that ensures that your
intention is clearly understood and
that subordinate leaders are unified
in their approach to executing that
The tool used to ensure success
won’t be found in any of the mainstream reference books in your lean
library. However, my partner and I are
working on a new book that will cover
this subject in great detail. I’ll
keep you posted on its availability. Meanwhile, don’t
hesitate to contact me
with questions regarding
the Tactical Planning
Tool, or TPT.
The Tactical Planning Tool is a five-paragraph document that lays
out the project sponsor’s
objective in a clear, concise
manner without dictating to each
subordinate leader how he or she
should execute the plan. It’s likely that
each area charged with the objective
will have entirely different issues to consider when developing their executable
plan so the project sponsor needs to
ensure each subordinate leader understands what needs to be accomplished
and the resources that are provided.
how they will accomplish the task.
As the manager, this is your time to
coordinate the resources and shift
into the “coach” mode. I want to
share with you how one supervisor
developed his plan to execute the
plant manager’s 5S directive using
the same TPT format.
As a part of the company’s work-
The TPT lays
place organization objective, the finish
department has been directed to
complete the first three Ss (Sort, Set in
Order and Shine) of our workplace or-
ganization standards by a specific
date. We must do this while
maintaining our current
out the project
objective in a
The finish depart-
ment will accomplish the
first three Ss by a specific
date in accordance with the
company workplace organiza-
tion standards while maintaining
our current production levels.
Intent: My intent is to guide the finish
department to the successful accomplishment of this mission. I expect all
department personnel to use teamwork and to communicate problems
and lessons learned openly to me and
other department members.
In the coach mode
It is critical that the project sponsor allow his or her subordinates the
opportunity to develop and execute
To read Part I of this
two-part series, see www.