We will help you build a resilient system that will function outside of specific individuals or technical experts. Such a system will increase the likelihood of achieving what the customer wants when they want it, reduce business and personal risk, and reduce stress and frustration.
It’s our experience and belief that ‘Standardised Work’, ‘Standard Work’ etc. would be the most widely and diversely interpreted segment of any improvement program or endeavour.
This was the primary reason for members of the TWI Institute travelling to Japan in 2018 and 2019 to meet with a source of the ‘concept’ – Mr Isao Kato. We needed to understand ‘Standardised Work’ as it was originally intended.
Perhaps the single most important result of our two trips was the understanding that Standardised Work is an end condition.
It is the end condition that exists in the workplace after Work Standards and Standard Work have been identified and taught, and both are being followed explicitly.
Kato reassured us that few organisations will reach this end condition, nor will they need to (commercial reality). However, they will gain significantly from applying the principles and philosophies of standardisation from the start and along the way.
By using the principles and philosophies of standardisation you can build stronger, more resilient systems.
Find out how your organisation could benefit from standardisation by contacting us for a free opportunity evaluation.
Find out more about Standardisation wtih Visual Workplace Australiasia
‘Standardised Work’ from the source
Getting Started with Work Standards
Hear from our Getting Started with Work Standards participants
“I appreciate your insight to help us stabilize our processes. My expertise is focused on operations. The initial focus on Work Standards for product and equipment has really helped me focus on what is important to the operators.”
Continuous Improvement Manager, Continental Structural Plastics
“This workshop gave meaning to the quote from Mr Kato (Ohno’s HR Advisor) ‘Without work standards there will be no standardised work’.”
I really appreciate the work and thought put into the visual elements of the session. Having Oscar change cameras to show what he was doing felt more like we were in the room with him.
Grant County Public Utility District
“I liked working through the first three Step-ups to get a better understanding of what they are about. The visual exercise/discussion with the workpiece was particularly helpful.”
“I found the workshop provided clarity. I find the concept of Standardized work challenging. Participating in the workshop provided a better understanding of what it is about.”
“The concept of normal makes more sense to me than anything else in ‘Lean’ in the last 15 years.”
Foundations of Standardised Work
Based on the program Kato communicated in the 2019 trip to Japan, we have a standardised work introductory program for upper and middle managers – ‘Foundations of Standardised Work’.
Content comes from the source (Kato), enabling upper or middle managers to become familiar with key components of ‘standardisation’. Managers obtain a feel for what striving for ‘standardised work’ might look like, and what their organisations likely next step is.
For more information on the Foundations of Standardised Work visit the TWI Institute USA’s website.
Make ‘Normal’ Easy To See
The primary purpose of a Work Standard is to communicate ‘normal’.
‘Normal’ is the predetermined acceptable standard.
‘Work Standards’ are in most cases documents, or at least start as documents. Beware of them becoming a pile on a persons desk! Their influence on the work as it’s happening will be low if it all ends there…
Where there is highest risk of quality, safety and productivity problems, value is added to Work Standards by applying Visual Thinking. We guide visual thinking development giving rise to rapid communication of ‘normal’, also making ‘abnormal’ easy to see for anyone. Work Standards come alive at the point of need.
Countermeasure Skills Now Pulled In
Work Standards are now established.
The path to Standardised Work largely accommodates two fundamental things – building adherence to Work Standards and problem solving ‘abnormal’.
Build adherence via TWI
Building adherence requires 2 essential skills to be practiced at the frontline.
A frequent common hurdle will be ‘don’t know, can’t do’ which will require the countermeasure skill of instructing. Then, people will be people, and there will be situations, or potential situations, of ‘does know, can do, but isn’t’. That calls for the skill of leading.
Learn more about both these skills through our Training Within Industry Foundational Knowledge resources.
Practice thinking scientifically
Problem solving of ‘abnormal’ doesn’t require a complex pattern or problem solving software, at least not to start with.
An incremental straightforward ‘what’s our next step (driven by scientific thinking) approach?’ will take you a long way.
Learn more about practicing scientific thinking with our Toyota Kata Foundational Knowledge resources.