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.
What are the Three A's of the A3?
John Shook explains the three A's of the A3 in this video clip from the presentation that he and Lisa Yerian, chief improvement officer at Cleveland Clinic, delivered at LEI's Virtual Learning Experience.
Are You Ready for the Next Crisis?
We think the presence of a robust, socio-technically balanced lean management and operating system—based on the Lean Transformation Framework—was invaluable in helping Cleveland Clinic handle the challenges arising from the pandemic, write John Shook and Lisa Yerian.
Jidoka Supports Leaders Who Welcome Problems with John Shook
In this clip from last year's Virtual Learning Experience, LEI Senior Advisor John Shook explains the socio-technical system of Jidoka, where the human and machine work are separated and allocated with purpose, and how this lean pillar supports the lean ideal of "respect for people."