Standardized Work –
Powerful Improvement Process
Toyota has a simple but very powerful variation of standardization.
A standard should be a unit of excellence something that should always be strived for. At most companies, the standard represented the best way work should be done, the correct procedure to produce a product or to deliver a service. It was there in theory but often neglected in practice.
When I owned Productivity Inc. - Press I wanted standards to be set up, written down and then placed into a notebook. But, in my mind, truly, the standard represented my "security blanket," for if a person left the company their knowledge of how to do things would not be lost to the company. It was a false sense of security for as soon you write something down it immediately changes, and rarely, if ever, would you take the notebook off the shelf and update it.
Toyota was not the automation or high tech but those things that were very simple that helped people not machines do a better job.
Other bloggers participating are:
Bill Waddell at Evolving Excellence
Chuck Frey at Innovation Weblog
Hal Macomber at Reforming Project Management
Joe Ely at Learning about Lean
John Miller at Panta Rei
Mark Graban at Lean Manufacturing Blog