Standard work is not a once and done proposition. That would be lean anathema. In fact, the Shingo Prize Model reflects a lean principle (one of ten) called “integration of improvement with work.” We don’t stop working, why would we stop improving?
This dynamic is consistent with the evolution from system-driven kaizen to principle-driven kaizen. System-driven kaizen is represented mostly by kaizen events as pulled by value stream improvement plans. Really good stuff, but it can and should get better.
Principle-driven kaizen is system-driven PLUS the integration of daily kaizen. Daily kaizen, as defined in my Kaizen Event Fieldbook is, “small, process- or point-focused, continuous improvement that is conducted by engaged and enabled employees in their everyday work… Daily kaizen opportunities (problems) are readily identified by workers using simple robust lean management systems and by a pragmatic comparison of the current state with the envisioned ideal state. By applying common sense and learning developed in kaizen events, training classes and direct application, employees, as individuals and within teams, engage in PDCA through the use/execution of actionable, low bureaucracy suggestion systems, mini-kaizen events, kaizen circle activities, ‘just-do-its’ and the like.” OK, it’s a really long-winded definition!
While standard work is often initially developed within the context of a kaizen event, it can’t stop there. As employees adopt PDCA thinking and learn to become experimentalists, they will/should continuously improve the standard work. Truly, when the culture becomes principle-driven, people feel happily compelled to improve their processes and thus the standard work.
So, think of standard work more as a verb and less as a noun. Next time when you’re at the gemba, take note of the revision date of the standard work sheets and standard work combination sheets. If they haven’t been updated and improved over the last quarter or two, then you might have an issue. There’s a good chance that you’ve never left the land of system-driven kaizen.
Related post: There Is No Kaizen Bus Stop!
The word humility is derived from the Latin word for ground, humus. The notion of ground, earth or dirt makes sense in that humility is a virtue that keeps a person from reaching beyond himself or herself.
Model lines (a.k.a. pilot) are a proven method to initiate a lean launch. The model, typically one specific “line” or value stream within a single facility or operation, provides a small, focused and controlled playground for implementing lean. The pilot represents a low risk venue within which lean leaders can experiment, learn and (hopefully) successfully build a much leaner line or value stream. The effort also provides valuable opportunities for showcasing what lean “looks” and “feels” like; an important element in the change management process.
Taiichi Ohno preferred facts over data, meaning, among other things, that direct observation trumps second hand stuff. How else can you truly grasp the current situation and identify the waste?
Strange name, “bowling chart,” but it’s a simple and powerful tool. It forces critical thinking around breakthrough objectives and facilitates typically monthly checkpoints that help drive accountability, PDCA and ultimately execution. When matched up with a Gantt chart (the combination is cleverly called a “bowling and Gantt chart”), it’s pretty cool stuff.
Gemba Tales is now three months old (my first “real” post was made on December 28, 2009). So, I thought it appropriate to engage in a little reflection or hansei. But not too much, mind you. I don’t want to over-analyze anything when my blog is still so young and immature. I know that it takes much more than 90 days to build content and community. Slow and steady, as they say.
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