Page 146 - The Toyota Way Fieldbook

Chapter 6. Establish Standardized Processes and Procedures 123

Not only does this reference display a complete lack of respect for employees
and their abilities, it mistakenly assumes the simplicity of the work done by
employees. This mind-set will need to be adjusted in order to create the right
culture for developing a lean operation.
Myth 3: We can incorporate all details of the work and standards
into the standardized work sheet.
This is a classic case of trying to make a Swiss army knife out of a specific tool.
Standardized work is not an all-inclusive tool. It is specifically used as a tool to
identify and eliminate waste. After the most effective work method is established,
the documented process is used as a visual reference to ensure adherence to the
standard.
Myth 4: We will post the document so operators can look at the
sheet each day to remember how to do the job.
This is a complete misunderstanding of the purpose of a visual standard. In this
case, after the operator has been trained—a carefully controlled process that
ensures the employee’s capability before he or she is fully released to the job—
and after the first few hundred repetitions, a reminder of the proper method is
not necessary. The visual reference is utilized by management for adherence to
the standard, which we’ll discuss later when we describe “auditing the stan-
dardized work.”
Myth 5: Employees develop their own standardized work.
This myth is partially true. Toyota does not want individual employees to
“own” their standardized work, and uses job rotation so no one employee
owns any one job. The initial standard work is developed by engineers work-
ing with representative operators who are part of a “pilot team,” and this
team assists in the launch of the next new model. Group leaders and team
leaders then have responsibility for training employees on the standard work
and soliciting their input. Once the process is operating at some level of sta-
bility, employees are challenged to develop better methods, but the methods
are always reviewed by others, including management. So it is the work team
with their team leader and group leader that collectively “own” the tasks to
be accomplished.
This myth is often combined with a misguided attempt to institute “employee
empowerment,” whereby employees are free to develop their own work methods.
It’s this notion that creates fear in the hearts of managers who envision employ-
ees creating work that is inefficient and who worry that employees will take
advantage of the situation.
Nothing could be further from the truth. If everyone is in agreement that the
objective is to create a work method that meets the needs of the customer with