The real value of standardized work
It unleashes the power of clarity
Standardized work is a foundational concept for LEAN. Like many other LEAN/TPS concepts, it can be easy to mis-understand. More importantly, it’s even easier to under-appreciate it!
So, what is standard or standardized work, and why is it so important?
Standard Work — what is it?
Let’s start with a definition, from the Lean Enterprise Institute: standardized work is a precise procedure for each operator’s work in a production process.
The terms of interest are work and standard.
A work standard is an instruction to perform a manual task.
Standard work, which is a reversal of words, is the action of working to the established standard.
As described succinctly by LEAN UK, a standard the “most effective combination of manpower, material and machinery”. The LEI provides a great illustration of standardized work using a shirt-folding example.
Standard or standardized work has 3 defining characteristics:
- Rate/Timing (takt time or cycle time)
- Sequence —the precise order of steps, as it relates to the rate/timing
- Inventory — the material, information etc. required to perform the work sequence smoothly at the target rate or time
Standard Work —why it matters
Defines
The most obvious benefit is that work procedure or process is defined. Something that is defined is infinitely better than something not defined. It’s easier to understand and follow.
Optimizes
The second benefit of standardized work is that it provides the optimal sequence for performing a task in a way that maximizes quality and timeliness, while minimizing waste (and cost).
Standardization, or the process of developing standard work helps an organization to bake-in quality at every step. Doing so facilitates quality assurance and thus contributes towards the key pillar of Lean — jidoka.
Enables
The third benefit is facilitating continuous improvement (kaizen).
Standard work provides a baseline against which future improvements can be compared and contrasted. Without a baseline, there is nothing to measure improvement against, and as a result, no way to know whether an improvement was successful or not. Also, after an improvement is effected, the standard can be updated again to set a new (improved) baseline for future improvements.
Without standard work, we cannot do kaizen. The reverse is also true. Without kaizen, we cannot have meaningful standard work.
The two work like interlocking gears, driving each other.
Work standards need to be continually improved with time. Otherwise, they become outdated and can feel like an imposition. In many organizations, we hear the term “that’s how it’s always been done”. Can a procedure or process with no anchor in current reality really be considered as effective? Kaizen ensures that standards remain up to date. Standardization ensures kaizen has a robust baseline. When both are in place, we can improve quality and value, while reducing waste.
The above benefits relate to value. Value is transformation. Having a standard to achieve various steps in the transformation is crucial for value-creation.
Smoothens
There is however another benefit, a sort-of second-degree benefit, which taps into the socio-technical side of Lean: standard work reduces conflict.
Recently, I saw a LinkedIn post where connection was disappointed when he saw a cafe manager very publicly scold an employee. While a number of factors could’ve been in play, I wonder if the lack of standard work was one of them? After all, as Deming would say: “94% of problems in business are systems driven by only 6% are people driven”.
In line with Deming, and as per my experience also, while the occasional “bad apple” certainly exists, the overwhelming cause for conflict lies in processes and systems. I use the term systems in the broader sense, as in organizational systems. When processes are unclear, the systems are mis-aligned and expectations, responsibilities and standards, are not defined, we get ambiguity, misunderstanding and therefore — conflict.
Standard work reduces conflict.
Clarifies
When people co-define a work standard that provides the best output relative to customer and operational reality, they achieve clarity. Clarity in terms of the work itself.
Clarity in terms of what’s important (and why). Clarity also in terms of a baseline, which can be improved measurably through kaizen.
When the rate, sequence and requirements for a process is clearly defined, it sets the right expectations for those in the process and also those interacting with it.
Uplifts
Clarity at standard-work level eventually infuses into interpersonal relationships. When the work is clear, the roles and expectations are clear and a structured process for self-initiated improvement is clear, teams become empowered. Empowered teams move away from blame and conflict and instead embrace empathy and collective problem-solving. These two attributes become the foundation for capability uplift.
By adding clarity and reducing conflict, standard work thus provides the basis for good management.
Paradoxically, good management hygiene can sometimes mask the lack of standard work. In our example, if the manager followed the adage “praise in public, criticize in private” the public fiasco could’ve been avoided. This however would’ve been superficial only. Underneath, if there was no standard work, this, or another conflict would’ve (re)emerged manner.
While standard work may conjure images of dull work instructions, we see how it is integral to all aspects of LEAN thinking and execution. Little surprise then that standardized work shows as the foundation of the LEAN/TPS house and forms the basis of other Lean techniques.
The beauty of LEAN is that its concepts are multi-faceted. They solve elegantly for many outcomes at once.
Standard work is not mere documentation. It’s a powerful mechanism for creating clarity and maximizing quality. It’s the basis for continuous improvement.
LEAN is a skill-set, tool-set and mind-set. The LEAN ethos is about capability uplift. Standard work is a vital ingredient for capability uplift across people, processes and systems.
