Standard Work is a brilliantly simple concept. The current best practice for a process or activity is defined and then improved upon when opportunities arise.

Easy, right?

Unfortunately, it is a little trickier than it sounds.

We work with organizations every day that are implementing a variety of improvement techniques, including Standard Work. We’ve seen it executed perfectly, but we’ve also seen a multitude of ways it can go wrong.

Here are some of the most common mistakes we see managers make when it comes to Standard Work.

We’re in the lucky position to have the opportunity to chat with leaders who are dedicated to organizational and employee performance improvement on a regular basis. Of course, we spend much time talking about improvement management technology, but we also like to get into the day-to-day tactical techniques that help our clients achieve their goals. We’re delighted to share some of the ones they love the most.

In his book, Standardized Work with TWI: Eliminating Human Errors in Production and Service Processes, Bartosz Misiurek writes, “Standard work is a process where you describe the best way of performing a given operation, improve this way, and train operators on it. As simple as it is to summarize, it is not as easy as it seems to execute.”

We couldn’t agree more. That’s why even though most leaders agree that process standardization is essential for producing quality, predictable results, when you pull back the covers, many organizations do not have standard work documented at all or have poor processes in place for keeping it accurate and up to date. That’s a shame because, without a solid foundation upon which to build and measure, improvement is elusive. We work with companies every day that have been through the process of implementing and socializing standard work. This post contains the best advice for standard work documentation that provides substantial value.

Whether you’ve read a ton about various business methodologies and the philosophy of continuous improvement, or just a little bit, you can’t be blamed if you’ve started to wonder if Toyota developed every improvement technique.

Six Sigma is a business management methodology that leverages a scientific approach to quality measurement with the aim of reducing variation and defects. The method was pioneered by Motorola and Allied Signal and then made famous by GE who boasted $10 billion in savings during the first years of implementation.

Lean is another methodology, philosophy, tool set, and management system that also uses a scientific problem solving approach, and more. "Lean" is a generic term that was given to the Toyota Production System, or TPS. The two pillars of TPS are usually described as "just in time flow" and "quality at the source."

Lean and Six Sigma are often used together by organizations in multiple industries, bringing methods and mindsets from each approach.

Many frameworks exist for implementing the methodologies. Many of those tools can be useful to organizations whether or not they fully embrace the Lean or Six Sigma approaches. Here are a few that our customers have found most valuable.

Statistical control charts are a useful tool for managing and improving all sorts of processes. They’ve been used in manufacturing for decades and are increasingly popular in other industries from healthcare to higher education. Control charts give leaders a clear and consistent way of evaluating and talking about process behavior and performance. They help managers make good decisions about which processes are stable and which require attention.

While at first glance, they may look very simple, just a line graph with data points plotted over time, there are some important concepts that you should understand if you are new to the approach.

This post covers the basic, yet critical principles of control charts.

Standard Work is one of the bedrock elements of continuous improvement. In fact, Taiichi Ohno, the father of the Toyota Production System, once said, “Without Standard Work, there is no Kaizen [positive change].”

Unfortunately, we’ve seen many organizations create a Standard Work document, check the box, and move on to business as usual.

This does little to stabilize processes or prepare for the next improvement. In order for Standard Work to be effective, it must be widely shared and actively managed.

Kaizen events, also known as Rapid Improvement Events, are an effective way to tackle many difficult problems in short order. They can also help improve team cohesion and cross-functional collaboration. But like many other continuous improvement techniques, if they are not executed properly, they can cause more harm than good. We’re in the lucky position to have the opportunity to chat with people from all types of organizations about their improvement work. They’ve shared some lessons learned when it comes to Kaizen events. Here are some of the biggest mistakes.

Ignoring Daily Improvement

Kaizen events are one tool in the improvement toolbox, but not the only one. Continuous improvement requires daily attention. Efforts shouldn’t be limited to special events. In most cases, only a few people are involved in each Kaizen event, but daily improvement should be the responsibility of every person in the organization.

Maybe it is because it is a brand-new year, or perhaps it is the cold weather, but lately, we’ve been getting a lot of questions about the Lean management technique of Gemba walks. We compiled them for this post that we hope will be helpful for people who are new to the approach and even seasoned pros who want to get more from each visit to the workplace.

What is a Gemba Walk?

Gemba walks are an improvement technique used in the Lean business methodology and by others who are interested in continuous improvement. During a Gemba walk a supervisor, manager, or other leader goes to the place where work is done to get deeper insight into how processes are performing and to spot potential opportunities improvement. The technique is often described as:

• Go see
• Ask why
• Show respect

Many of the continuous improvement tools and techniques that we write about in this blog originated in the manufacturing industry. This makes a lot of sense because mass manufacturing is, by definition, the production of large quantities of standardized products, frequently utilizing assembly line technology. The whole goal is to create large numbers of similar products efficiently. Statistical process control is necessary in order to achieve acceptable quality results at a predictable pace.

However, the application of statistical methods of process control provides a better understanding of the behavior of any operation. This is an essential piece of management information that is required for making smart decisions about process improvements regardless of the type of process. In addition, the use of statistical methods also provides valuable insight to the employees who are working the process.

Fortunately, one does not need a deep understanding of statistical theory or mathematics in order to apply statistical measurements to improve quality and productivity. The approach can be useful to almost any organization, regardless of the industry.