Do You Have Standard Work Displayed Visually?

Standardized work is built on established consistencies within work processes, and is the cornerstone of all continuous improvement. Taiichi Ohno, known as the father of the Toyota Production System, said, "Without standards, there can be no kaizen (improvement)."

Standard Work can benefit any process if it is used properly. Once a process has been improved, by removing waste, or improving flow, following the new process will ensure we don’t slip back into the old way of performing the task. Our process should consistently follow the best practice which forms the baseline for any new or further improvement.

How do we know what the best practice is if we file it away in a drawer, or bury it deep in folders on the computer?

Two of the most popular and useful lean tools are Visual Management and Standard Work. Many times, these tools are talked about separately. Imagine how powerful these tools become when combined. Improving standard work is a never-ending process. One way to keep standard work at the forefront of our attention is to display it at the point of use. Keeping standard work on the computer certainly has it’s benefits when it comes to updating the process, or making changes due to an alteration in customer requirements, but this too can be displayed in the work area using inexpensive screens to make it visual.

Here are three important reasons to keep your standard work visual:

Training

Too often I see operations that undervalue the importance of training. In today’s ever challenging work environments getting people up to speed efficiently, and quickly, becomes even more important. If we make our standard work easy to follow, and keep it visual for all to see, we can remove much of the guess work that comes from employee interpretation. Workers who follow standard work procedures experience more job satisfaction and a lower rate of burnout, since there is a far lower chance of making mistakes or experiencing miscommunication with coworkers or supervisors. Because standard work displays the 'best known way' of doing things, you are bringing each employee up to 'A player' status. Also, people learn in different ways. Having the process displayed when the operator is learning a new task is just another way to reinforce what they are trying to learn.

Predictability

?Creating and displaying standard work increases predictability of results. It helps make work measurable; and we all know, you cannot improve what you aren't measuring! How do you know what 'good' is, if you don't have a metric? How will your frontline employees be successful if they haven't been trained to an established standard and cannot see the 'how'??By making your standard work visible, your team can visibly see the 'how.' And, because you have established a measurement for "good", employees can now engage in finding ways to improve the process.

Auditing

Finally, standard work should be audited to make sure everyone is following the best practices consistently. When we display the standard for all to see, the auditing process can be done much more simply, and abnormalities and variation become even more noticeable. Note: When employees are found not to be following standard work, is not meant to be punitive. It is an opportunity for leaders to seek understanding as to why team members are not following their standard work. Never assume someone simply doesn't want to follow the established standard; people come to work wanting to do a good job. There are many reasons people may not be following their standard work; poor training, standards not visually displayed, they found a better way, the current standard causes them pain, etc. It is the auditors job to understand why and take action.

Take your standard work to the next level and make it visual. Your process will thank you!

In this weeks Lean Solutions Podcast episode, Paul Deane and I discuss his three core pillars to an operational excellence journey.

What You’ll Learn This Episode:

• Three Core Pillars of an operational excellence journey.
• The biggest drivers for an organization to adopt Lean.
• The biggest challenges organizations face when embarking on a Lean journey.
• Paul’s biggest ‘win’ he has seen organizations achieve having implemented effective Lean.
• How do you get buy-in for Lean?