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.
i. - Baseline for improvement.
ii. - Means of realizing attainment of org goals at the frontlines, where the real Work of the organization takes place.
iii. - Means of engaging the people who do the Work.
In other words, remember what you want it for:
1) Commitment not compliance
2) Improvement not steady state
-->There is no steady state!
3) Creativity, innovation, problem-solving, improvement not following the rules
4) Initiative not following orders
i. - Work standards
ii. - Safety, quality, performance
iii. - Observation and Process study
iv. - Three Basic Elements of SW
b) 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.
v. -Standard Process for making changes (i.e. Suggestion System)
i. Means of engagement, involvement, ownership
ii. Each worker as entrepreneur
iii. QC and SS
1) TWI - Training Within Industry
- If you don't know about this program, learn about it.
- Job Instruction, Job Methods, Job Relations
(In Toyota's case, standardized Work and kaizen training has replaced JM, but companies would be well-advised to consider starting with JM, then consider Toyota-style SW later)
2) Skills Matrix
- A plan for every person!
3) Practice, practice, practice
v. SW for non-standard Work
a. Three levels of SW
i. Level 1 - repetitive production-type Work
ii. Level 2 - supporting repetitive Work
iii. Level 3 - knowledge-based or project-based Work
vi. Coaching, questioning (right questions), not telling, make people think and take responsibility
vii. 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:
|From kaizen Express, Chapter Four: Toyota calls this the "Fixed Position Stop System." The line does not stop immediately when the worker pulls the cord, rather it continues until it reaches a "fixed position," where it will stop unless the supervisor pulls it again to reset it. Here's how it works. When the worker sees a problem, he or she notifies the supervisor by pulling the cord which illuminates a light on the andon board. The supervisor reacts by speeding immediately (within the worker's job cycle) to the station that is experiencing the problem and makes a set of decisions. The first decision is whether to let the vehicle continue to its "fixed position" at which point the line will stop. That's because if the line stopped immediately, the Work of each worker on the line would have been interrupted, causing quality, safety or other problems. So, the Work of every worker along the assembly line is tied together, choreographed to start and stop at the same time.|
John Shook, Senior Advisor
Lean Enterprise Institute, Inc.
Lean Production Begins with LPPD
To create a "turbo-charged product-creating machine, start by designing clear processes with useful tools and a “people first” culture--which form a socio-technical system underpinned by deep principles.
Standardized Work or Kaizen? Yes
Some lean folks LOVE to quote the Taiichi Ohno observation that “there is no kaizen without standards," notes John Shook, adding that it is less noted but equally true that “there is no maintenance of standards without kaizen.”
Thinking About the Why of the What of Problem-Solving
When we talk about problem-solving, what we’re really talking about here is creating adaptive capacity, the deep capability of an organization to tackle anything that comes its way, any obstacle that comes between you and where you want to go. Tackling problems one by one is what gives an organization capability for deep adaptability.