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03/16/2012 01:00 PM
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Greetings,
The area I'm working on improving has very little in the way of standardization. Though I believe they would benefit from full blown standard work I don't think they're ready to make that jump. I'm hoping to bridge the gap with a Set-Up Sheet that captures the tribal knowledge that exists within the area without forcing full blown standard work.
I'm looking for examples or thoughts that might help lead us in the right direction. Has anyone else attempted something like this?
Mark
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03/26/2012 12:55 PM
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Hi Mark
I take from your comment that thw ork these people are doing is not very machine or process dependent so that there is room for variation in how it gets done. I have seen and been involved in these kind of jobs in the past. They can result in 10 people doing they same work 10 different ways, which can cause problems when the work get handed over to other partially done. That being said even in those jobs if people talk to each other uniformity will end up being created, because certain practises just outperform others when doing the job. That being said how do you get to that point?
The method that works best is to get them to help design and test the Standardized Work Instructions, by involving them in the design you create ownership of the result. As well it gets them to a point where they identify a Standardized work process that works for everyone. Anytime others design the instructions without their involvement usually fails because these types of wokers will oppose the change being forced onto them. But remember one thing with work processes that depend upon people's skill levels, it may get harder to find one absolute best way of doing something there will be some natural differences in skill levels, what they need to understand is that they are looking for a process that optimizes the performance for the whole, not any single individual. Do not underestimate your people, most people do not resent standardize work, they resent it being imposed on them externally without their say.
The meat and potatoes of how to do it, divide them up into several groups have each develop a suggested way of doing the required work. Then, have them test the various suggestions. After the tests get them to discuss the issues and make needed changes, and retest it till they have found the best system. At that point remember it doesn't end they should be always looking for ways to improve, thus no set of Standard Work Instructions should be seen as something written in stone that can not be changed. To gain and sustain the benefits of Lean and organizations needs to constantly look for every minor improvement, thus standard work instructions are living documents that are constantly adjusted as improvements occur.
Like all things truly Lean and achieving and lasting improvement getting the workers involvement and buy in is the key to success. Working with them and empowering them to create it will dramatically reduce resistence, while massively increase your organization ability to sustain the gains.
Good Luck
Robert Drescher
ELSE Inc.
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