Page 147 - The Toyota Way Fieldbook

124 THE TOYOTA WAY FIELDBOOK

the least amount of waste possible, it does not mean that employees have free will
to create the work any way they would like. They still have to follow specific rules
and guidelines. It is analogous to a sports team. Players at specific positions know
their jobs in detail, but the coach does not simply say to players, “Do your own
thing—you are empowered.” The coach has specific ideas about the team’s strate-
gy and how specific individuals need to fulfill their roles. On the other hand, a
coach who simply dictates how each player should play generally ends up with a
player revolt and also does not capitalize on the unique talents and knowledge of
each player. Similarly at Toyota, the work methods are not created in a vacuum.
Everyone is looking at the work with the same intent. There are many possible
alternatives. The idea is to find a method that is better than the current one.
(Note that "better" is not subjective. It must be quantifiable and measurable.)
Management has the responsibility to set the objectives for the employees and to
provide the tools and resources necessary to achieve them. These objectives are
most realistic if management has a deep understanding of the process, and of the
lean philosophy, and is acting as an effective coach.

Myth 6: If we have standardized work, operators will do the job
properly and will not deviate from the standard.
This may be the most preposterous myth. Defining work and documenting it on
paper is still a great distance from good performance. There is nothing in stan-
dardized work that will prevent deviation by the operator except the visual
awareness of others. To ensure compliance to the standard, it’s necessary to
remove options from the work area and to remove the “clouds.” If any deviation
from standard is immediately recognizable, and there is a negative consequence,
the standard will be followed.
At Toyota work is so carefully defined and requirements for performance so
stringent that a deviation from the standard will generally produce immediate
recognition. Suppose an operator elects to perform a task out of sequence, and as
a result the time required increases. This operator would likely exceed the takt
time and need to “stop the line” using the andon cord. If this happened several
times it would attract immediate attention, and when investigating the condition,
the team leader or supervisor would verify adherence to the standard.

Standardized Work

Toyota says that the purpose of standardized work is as a “foundation for
kaizen.” If the work is not standardized and it is different each time, there is “no
basis for evaluation,” meaning no reference point from which to compare. Many
companies are dismayed to discover that sometime after “improvements” are
made, the work has returned to the “old way” and there has been no sustained