Five Missing Pieces in Your Standardized Work (Part 3 of 3)
In the last two columns, I introduced five neglected aspects of standardized Work. Several people quickly requested a column on what, exactly, SW is. Here's a quick introductory outline, following LEI's Three P framework of Purpose, Process, and People. Incorporate these things when setting about to establish standardized Work.
- Baseline for improvement.
- Means of realizing attainment of org goals at the frontlines, where the real Work of the organization takes place.
- Means of engaging the people who do the Work. In other words, remember what you want it for:
- Commitment not compliance
- Improvement not steady state → There is no steady state!
- Creativity, innovation, problem-solving, improvement not following the rules
- Initiative not following orders
- Work standards
- Safety, quality, performance
- Observation and Process study
- Three Basic Elements of SW
- Takt Time and cycle time (TT vs. C/T) – In other words, timing; the timing demanded by the customer and the timing constraints of processing capability
- Sequence (including layout and man-machine combination (with Process capacity sheets and SW combination table) – In other words, determining the optimum sequence of producing the product or service; first do A then B then C.
- S-WIP – In other words, the amount of in-Process "stuff" that is required, no more, no less. That stuff may be material, parts, information.
- Standard Process for making changes (i.e. Suggestion System)
- Means of engagement, involvement, ownership
- Each worker as entrepreneur
- QC and SS
- TWI - Training Within Industry
- If you don't know about this program, learn about it.
- Job Instruction, Job Methods, Job Relations
- Skills Matrix – A plan for every person!
- Practice, practice, practice
- TWI - Training Within Industry
- SW for non-standard Work
- Coaching, questioning (right questions), not telling, make people think and take responsibility
- Assign greater and greater responsibility
And remember: The technical/process side and the socio/people sides of the standardized Work equation are equally important. Well-designed standardized Work represents the technical and human dimensions of Work in equal measure. The example of assembly line standardized Work from Kaizen Express is a perfect illustration:
Look at your standardized Work and structured improvement process (kaizen) - that is where you will find your culture!
Lean Enterprise Institute, Inc.
Lean Enterprise Institute Responds to The Wall Street Journal's Mischaracterization of Just-in-Time
A message from LEI to the Lean Community
How the A3 Process Developed to Help Build Better Managers, Part Two
In this second of two articles, Isao Yoshino and John Shook explore how A3 emerged as powerful practice at Toyota for developing better managers.
How the A3 Process Developed to Help Build Better Managers
One of the hallmarks of a successfully executed A3 process is that it is a collaborative activity--a learning process for everyone involved: for learner and teacher, senpai and kohai, sensei and deshi, say authors Isao Yoshino and John Shook. Here's the first of two articles tracing the development of A3 thinking at Toyota.