Page 157 - The Toyota Way Fieldbook

134 THE TOYOTA WAY FIELDBOOK

Auditing the Standardized Work

As mentioned, it’s a common myth that standardized work is posted so the
operator can refer to it while doing the job. At Toyota operations, standardized
work faces out toward the aisle, where the operator cannot easily see it. It is for
the benefit of the team leader and group leader who are responsible for audit-
ing the standard work.
Isn’t auditing a coercive type of management practice that reinforces the view
of standardized work as the framework of a rigid bureaucracy? In an adversarial
environment, auditing anything is the basis for conflict and tension. But in an envi-
ronment where the focus is on eliminating waste to better serve the customer,
auditing standard work is a way to maintain stability of the process. It is a coop-
erative venture between management and the worker. Operators often deviate
from the standardized work because of a problem (creating a “work around”).
Management audits uncover the root problems and ensure that they are corrected
quickly and standardized work is re-established.

TIP
Allow Time for Adjustment to the New Method
A change in the work method (standardized work) will require an
adjustment period. The body becomes “habituated” and will tend
to return to the familiar pattern. For example, if you change from a
standard-shift car to an automatic shift, you will reach for the shift
lever unconsciously (and it will not be there!). It is necessary to pro-
vide continued support as the operator adjusts to the new method.

Two things trigger an audit at Toyota. First, a problem: What caused a defect?
What is causing an operator to repeatedly get behind? Often, observing the oper-
ator through several cycles compared to the standard work will reveal the
source of the problem. Second, it may simply be time for the audit. Toyota has
a standard work auditing schedule, much as they have a schedule for preven-
tive maintenance. You don’t need to wait for the machine to break down before
you maintain it at Toyota. Similarly, you don’t need to wait for an operator error
to audit the standard work.
Auditing allows for the discovery of deviation from the standard method.
We often erroneously conclude that the operator is at fault when a deviation
occurs. Upon investigation, we may find that the deviation is due to a malfunc-
tioning piece of equipment or a problem with the product. The reason for the
audit is to find the cause of the problem and to correct it.