Standardized Work Processes
Advice from Steve Doerman, Client Relationship Executive and Kevin Caldwell, Executive Vice President
Standard Work is a powerful and relatively simple improvement tool to define processes and methods for minimizing waste and aiding flow, but it can often be difficult to get right. In its simplest form, Standard Work can be little more than a set of tasks and priorities. Yet if implemented correctly, it can set a platform for continuous improvement; detecting defects and other wastes, while regularly monitoring the delivery of products or services to the customer. It can gauge the reliability of the operations and expose improvement opportunities over the range of customer demands.
Standard Work can be powerful, but how can we get it to deliver such benefits? We should first look at what Standard Work is not. It is not the simple work instructions developed for such efforts as ISO9000. In many situations, these are static documents often developed by those not intimately linked to the process, then tucked away in a three ring binder. Standard Work, on the other hand, is a summary of information and methods to ensure consistency. Before Standard Work can be implemented, a solid foundation must first be in place. The path to construct effective Standard Work follows this basic road map:
- Understand the Voice of the Customer – this includes quantifying customer demand and variation, understanding the customer specifications, then calculating the Takt time to set customer pace.
Define Capacity – determine the demonstrated output and system constraints. - Minimize Waste and Quality Issues – sift through all the processes and optimize them by utilizing Lean and Six Sigma principles.
- Design a Balanced Flow – analyze the balance between Takt Time to Available Time of the resources and make improvements as required, then set specific flow guidelines to targets (often to the hour).
- Display the Standard Work – record all the learnings (typically on a single graphic document displayed at the work station) including: the sequence of tasks, the standard practices, hourly requirements to specific customer demand, Personal Protective Equipment criteria, and the priorities. Ensure the display is visual, specific, and agreed upon.
While the design can be challenging enough, the true test is sustainability. For Standard Work to be most effective it must be practiced continuously and be a part of the culture of improvement and learning. Sustainability also includes a continual review of the balance between Standard Work controls and the VOC (voice of the customer), making the appropriate changes as the customer changes. Once successfully launched, Standard Work can expand and progress through the entire value stream. The deeper it is engrained into the enterprise, the more the organization will be synchronized with internal and external customer needs. The customer benefits come quickly as reliability and quality improve through consistency of work practices. The organization benefits with less waste and an enhanced competitive advantage.
Another benefit of Standard Work is that it can be universally applied. Whether you are manufacturing widgets, closing the monthly books, or trying to better stabilize an emergency room on a Friday night, Standard Work can deliver results. Although Standardization is not always an easy thing to get right, it is well worth the effort when done correctly.
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