The Toyota Job Description: Follow Standards & Find Better Ways

The Toyota managers who share their insights with us on our study missions to Japan tell us there are two things that are part of every Toyota employee’s job. They are:

1) Follow the standard
2) Find a better way

Kaizen: The Power of Standards for Constant Improvement

Kaizen, in its essence, consists of straightforward yet deep-seated rules that encourage every employee to prioritize safety, quality, cost-effectiveness, and timely delivery, all while striving for constant improvement. Although this concept sounds simple, many of us on our Lean journey might question whether our organizations truly embody these principles.

Taiichi Ohno, the father of the Toyota Production System, famously stated, “Where there is no standard, there can be no kaizen (improvement).” Once the most efficient, safest, highest quality and repeatable steps have been identified, they are documented as the standard – the benchmark to surpass. Kaizen teams then work to identify and eliminate waste, unreasonable or unsafe working conditions, and variability, referred to as muri, mura, and muda in Japanese.

Challenging Misconceptions: The Dynamic Role of Standard Work in Kaizen

The term “standard” can be misunderstood as something rigid, unchanging, or absolute. If it is misunderstood in this way, it becomes an obstacle to kaizen.
Take the example of a 1st tier automotive supplier of rubber products. After redesigning the assembly lines and implementing one-piece flow, it came time to create Standard Work.

The production manager, despite being an active participant in kaizen, was hesitant to document Standard Work. Upon being questioned, he revealed that his resistance stemmed from a desire to continually challenge his team to surpass their previous times and achieve higher production in fewer hours. He referred to this as “the record,” a benchmark that, if surpassed, would earn one a place on the factory’s “wall of fame.”

In this context, Standard Work is the methodology employed to reach that record and should be revised each time a new record is set. It serves as a training guideline for surpassing the new record.

Restoring Kaizen Focus: Aligning Standards with Operator Input in Candy Production

Machine operators in a candy factory had concerns with establishing standard settings on their production lines. Their reasoning had to do with the fact that in the past, management had wanted standards followed strictly and not adjusted. This was an attempt to maintain control and keep quality at a certain level. Yet without the “Find a better way” element, it was not kaizen.

The second aspect of their apprehension was related to their newfound freedom to adjust settings, which they frequently did due to variations in factors such as the quality of the cooked candy and the recipe. The presence of such high variability, necessitating continual adjustments, signifies processing waste. There is a  demand for standards to be set, followed, and improved.

It was not an easy process, but once we listened to these points and discussed how setting and improving standards could address their concerns, kaizen’s efforts were back on track.

Challenging Perceptions: The Role of Standards in Engineering Kaizen

In another instance, during a series of Lean Enterprise training sessions designed to equip engineers with the skills to apply kaizen in their areas, we received a curious piece of advice from the Lean Manager. “Whatever you do,” they cautioned, “don’t mention standards to engineers.” This statement initially puzzled us. But upon further inquiry, we found that the belief was prevalent once again — that standards somehow hinder creativity or the freedom to develop superior product designs or processes.

Even in engineering, which is often classified as “knowledge work,” the most effective current method serves as the standard. The term “most effective” should be grounded in factual evidence. While measuring engineering work in terms of time or quality can be challenging due to its often complex nature, it is crucial to document and share these standards. This is an essential step for kaizen, or continuous improvement, to take place.

Unleashing the Power of Standards: Driving Continuous Improvement Across Industries

As we delve into the world of kaizen and standard work, we realize the transformative potential that lies within these concepts. From the automotive industry to candy production and engineering realms, the alignment of standards with employee input and the quest for constant improvement becomes a driving force for success. Let us embrace the power of standards, challenge misconceptions, and unleash a culture of continuous improvement, where every step taken brings us closer to excellence. Together, we can create a future where innovation and efficiency thrive hand in hand, propelling us towards greater heights of achievement.

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