Standard work is the current best process for any activity or task. It forms the basis from which improvement is measured. When most people think about standard work, they think about process operators, but what about leaders?

The fundamental principles behind standard work can be applied to supervisors' activities, and managers engage in them every day. It doesn't get as much attention as many other continuous improvement techniques, but it is often a game-changing shift that results in accelerated positive change.

Here are some of the questions we are asked most often about leader standard work.

In Japanese, the word Kaizen means "good change." It describes the continuous improvement of all functions of an organization across the entire hierarchy.

Kaizen's guiding philosophy is simple: operations can always be made better, even if they are functioning at an acceptable level for the moment. In addition, all problems are recognized as opportunities to improve.

Of course, creating a culture driven by Kaizen thinking is easier said than done. Fortunately, some simple yet powerful ideas can shape how team members think. Embracing these ideas makes improvement inevitable.

While most people agree that process operations should be standardized as much as possible, the topic of standardizing leadership comes up less frequently. That's unfortunate because standardizing leadership is a crucial element of building a culture of improvement. It is the surest way to sustain improvement and build an organization with strong problem-solving muscles.

One of the most significant challenges leaders must consider when they embrace the Kaizen approach to continuous improvement is getting that way of thinking to take hold and become part of the organization's daily operations. Organizations often have small bright spots where Kaizen is working wonders, but there are other areas where continuous improvement hasn't yet become a reality. To provide insight into how to spread the Kaizen mindset, we've looked to some of the most successful business leaders. Here is what they have to offer.

Standard Work is a simple, yet powerful process management technique. The current best practice for an operation or task is documented and followed until an improvement opportunity is discovered. Simple, right? In reality, it is a little more complicated than it sounds. We work with leaders who are implementing a host of improvement techniques, including Standard Work. We’ve seen it done very well, but we’ve also seen some ways it can go awry. Here are some of the most common errors we see organizations make when it comes to Standard Work.

Organizations that strive to improve continually can stay ahead of the competition, regardless of their industry. From manufacturing and engineering to healthcare and education, the effort dedicated to consistent, positive change in an organization directly tied to sustainability and success.

If you take a look at the measurements usually used to track an organization's success, you'll probably find a robust reporting framework in place. Financial metrics are probably the most obvious indicator of a company's health, and there isn't a company in the world that doesn't meticulously monitor them.

The start of a new year is a time of renewed hope and a sea of possibilities. Hopefully, you’ve had the chance to take a bit of a break over the holidays and are ready to kill it in 2020.

Many of us use the turn of the year as an opportunity to set some new goals, work on adopting more useful habits, and resolve to change what isn’t working. When it comes to your continuous improvement activities, there are a few simple changes you can make that will likely produce positive results. Here are a few that we can recommend.