Page 136 - The Toyota Way Fieldbook

Chapter 6. Establish Standardized Processes and Procedures 113

better work process, and continually improve process, you can do that as well.
Which would you prefer?
We are introducing standardization as one of the “phases,” but in reality this
concept is applied throughout the journey and is the one concept that should be
considered during the development of any work method. As with most elements
of TPS, the concept is key, and an understanding of the concept will improve your
ability to apply it. Standardization is not a set of documents that are prepared
and carefully controlled. It is a means of creating the most consistent perform-
ance possible. It is the basis for process stability. Without it, tools like Six Sigma
and other advanced variation reduction methods are worthless.

Standardized Work or Work Standards?

Standardization may be the most misunderstood and most often misapplied of all
lean concepts. The root of this problem may extend back as far as the early studies
by Frederic Taylor and the desire to maximize profits by carefully defining the work
elements and holding employees accountable for achieving them. Work standards
have a long embattled history in some industries (particularly the automotive
industry), and the objective has been to “beat up” employees for nonperformance.
This has created certain recognizable “games” and ways to beat the system.
Most of all it’s created an antagonistic relationship between workers and manage-
ment, instead of a mutual objective of creating the best possible product for the
customer, we find an environment of one-upsmanship. This is a game in which
management more carefully defines the work method in order to determine cost-
ing standards and to ensure that each employee is putting forth the required effort.
Employees know this game and intentionally change work methods when
observed, in order to create artificially low requirements that are easy to achieve.
Management then utilizes the “standards” to make manufacturing decisions
based on “earned hours” or “absorption” or a similar measure based on the work
standards, with the goal of making sure that manufacturing employees “earn” the
correct amount of hours for the amount of product produced. If this occurs, the
overhead cost of employees is “absorbed,” the correct standard cost is achieved (or
exceeded), and the desired profit is theoretically generated.
Employees view work standards as a measure of how “hard” they have to
work, or the amount of effort that will be exerted. In addition, they inherently
understand that everyone has different capabilities and the system is based on
the lowest capability. In this way low performers can be successful and high per-
formers can exceed performance, or if they choose, work faster to create extra
“free time.”
In this model, a work standard is established based on the wrong objective. It
is based on creating a cost standard rather than creating the best possible work
method, with the least amount of waste, producing the best quality product at the