Implementing standards doesn't mean eliminating ownership of tasks from staff. We discuss how a foundation of standards strengthens improvement efforts.
Process standards are the foundation upon which continuous improvement and operational excellence are built. Without a standardised approach, it's impossible to identify variation, expose waste, and improve consistently.
Why Standards Matter
Standards should set people free and should help people to complete a task in the best way possible. The easiest way, the way that produces the best quality, safely, and in a way that can be applied consistently and repeatably. The cumulative effect of this is that the process flow is optimised and the product or service in question is delivered efficiently on time – every time.
As customers, what do we want? We want consistency; we want to know that the product or service we purchase lives up to our expectations every time. The only way to guarantee that expectations are met is to standardise the process. Every high performing organisation builds their reputation on its standards.
When we look at our own processes how often do we see variation occur? How often do we see a result we did not anticipate due to a lack of standardisation? These deviations may be minor or they may be significant. Ultimately any variation causes significant problems for our process internally and inevitably impacts our customers' experience.
Standards Start by Breaking Down Your Process
The first step is to clarify and define the process standards at each step from beginning to end. Understand how the task is to be conducted by literally stepping through the process in sequence and documenting each component part. The key, as always, from a Lean viewpoint is to go to Gemba.
When defining your standards you must firstly engage with the place where the work happens. Engage with the people who do the work - the subject matter experts on the front line.
Once a standard is documented we must ensure we test and verify the standard. It must produce the outcome within the specified parameters consistently. It should also be clear and user-friendly. It's important that the standards are highly visual and that they are accessible at the place where the work happens.
Standards, Not Perfection
When we say 'process standard' we do not mean 'perfection'. Every process will have natural variation. Our job is to be clear on what the acceptable amount of variation is and to maintain the variation within those control limits.
This highlights the need to consistently measure and control the outputs of the process. Tools like Process Behaviour and Control Charts come into play. They allow us to visualise how the process is performing against set upper and lower control limits.
The point is that without repeatable standards we will struggle to:
- Be consistent and be stuck in a world of waste and firefighting
- Expose variation and see the problems
- Learn and improve through problem solving and iterative improvement
- Find the single best way
- Communicate with our people and effectively train
- Focus on the process and not be stuck blaming people
- Keep our customers happy!
Consider the Greater C.I. Framework
Lean tools like standardised problem solving techniques, Standard Operating Procedures (SOPs), and a Tiered Daily Management process that supports the entire PDCA loop are key to achieving continuous improvement success.
If you're a business in need (or a consultant with clients in need) and you'd like to explore the opportunities that digital-aids to Lean tools provide contact us for a demonstration of the TeamAssurance platform today.
