standard work

How To Cut Waste And Increase Productivity By Implementing Lean Manufacturing

Posted on by Adam Payne

Lean Manufacturing is a culture and a strategy. It’s a way of doing things that helps companies improve efficiency, quality, and flexibility. It’s not just about tools and processes—it’s about people, too.

Lean Manufacturing is all about making things more efficient. It focuses on eliminating waste and finding ways to streamline workflows so that the company can produce more with less time and money.

Create a Lean Manufacturing culture

A Lean Manufacturing culture is an environment where people are taking responsibility for their own improvement, the improvement of processes and products, and the overall improvement of the company. It’s a culture built on trust, accountability, and continuous improvement.

In order to create this culture, it’s important to give employees the freedom to make decisions about how they do their job and then hold them accountable for those decisions. This can be tricky if you’re not sure what your employees’ strengths are or how they work best. But one way to develop this understanding is by asking questions like: “What’s been most helpful in improving your efficiency?” or “What practices have helped you achieve your goals?”

Once you’ve identified some of these practices, try them out on other employees! Make sure they’re working before adopting them as official company policy though—you don’t want anyone feeling like they’re being punished just because they weren’t included in testing new ideas before implementation!

Have the Upper Management Lead by Example

Lean is a powerful strategy, but it’s not something that can be implemented overnight. In order to make the most of your Lean efforts and get the most out of your employees, it’s important to have upper management lead by example.

Upper management should be actively engaged in the process of implementing Lean, from the beginning to end. They should also be involved in training new employees on Lean’s principles and ensuring that everyone is working together toward common goals. This will help employees understand how important their role is in helping you achieve those goals, which will increase their sense of ownership over their work.

Upper management should also be willing to let go of their preconceived notions about how things should be done in favour of allowing employees more freedom when it comes time to make decisions about how tasks should be completed.

Train your Team on Lean Basics

One of the best ways to get your team on board with Lean is to train them on the basics.

The Lean principles are not complicated, but they can be difficult to understand if you’re new to the concept. You should prepare your team by giving them a solid understanding of what Lean is and why it’s important before you start putting it into practice.

If your team doesn’t have a clear understanding of the principles, they will have trouble implementing them into their day-to-day work. If, for example, if you try to reduce waste without first explaining what waste is and why it needs to be reduced, then you’ll find that the effort isn’t effective or sustainable.

This is especially true when it comes to engaging your employees in Lean initiatives: if they don’t understand why they should participate in these efforts and how they’ll benefit from doing so, then they won’t be motivated enough to participate fully or consistently.

Value Stream Map – Study the Current Process

The first step in implementing Lean is to study the current process. This will help you identify areas of improvement and determine whether or not you are ready for the changes that will be necessary to make this happen. You can do this by performing a value stream map, which is a visual representation of your workflow.

The process should be broken down into steps. You want to look at each step and ask yourself what can be done to improve it, and how this change might affect other parts of the process as well. It is important to consider how each step impacts other steps, so you can look at all aspects of your operations and make sure that they are working together effectively.

Look for Waste and Remove It (Muda – Waste, Mura – Unevenness, Muri – Overburden)

You can define waste as anything that detracts from the value of a product or service you’re producing from your customers’ point of view. Waste can take many forms, such as overproduction, unnecessary resources, and more. These things need to be eliminated so that organisations aren’t creating products or services that don’t add value.

Muda is any kind of wasted motion, such as unnecessary steps in a process or unnecessary travel between locations. Mura refers to unevenness in the production line—it means one part of the process might be operating at peak efficiency while another part is idle or struggling just to keep up. Muri refers to overburdening people with too much work—this is often seen when you have an employee working alone on a task that should be split between two or more people to match customer demand (TAKT).

Map out the Main Bottlenecks

The main bottlenecks in a process are the aspects of the system that are limiting its throughput.

In order to identify these, you’ll need to first look at or build your Value Stream Map or Process Map and identify where there are bottlenecks. Then, you can work on fixing them by identifying what’s causing the bottleneck and finding ways to remove it. This may involve making changes like adjusting how people work together, reducing change-over times, increasing the Overall Equipment Effectiveness or changing how tasks are assigned (e.g., having workers perform different parts of a task).

Once you’ve identified where your bottlenecks are, you can start working on removing them.

Standardise Everything

This means that you need to define what “standard” means, and then make sure all employees are aware of it and trained to it. Standardising your processes gives consistency in how your team members perform their tasks. 

For example, if you’re a software company and you’re trying to improve efficiency by standardising on coding practices, then every employee should know which practices are allowed and which are not allowed.

You should also standardise your equipment and tools. If multiple employees use the same equipment or tool, everyone should use it in the same way every time.

If your company has multiple locations, then standardising everything is even more important because it helps create consistency between locations. If everyone knows what standards they need to meet at each location, then they’ll be able to work together better across locations knowing the desired quality will always be met.

Develop a Continuous Improvement Mentality

Implementing lean means shifting your focus from your business’s outputs to its inputs. But if you’re going to do that, you need to first develop a continuous improvement mentality.

To do this, you have to be willing to adopt an attitude of continuous improvement and continuous learning. You need to be constantly looking for ways that you can improve how things are done in your office or factory and how they contribute to the overall success of your business.

You also need to be willing to consider new ideas, because one of the main tenets of lean is that there are no bad ideas—only challenges in implementation. If someone suggests something new or comes up with a way of doing something differently, try it out! Even if it doesn’t work right away, you may learn something valuable about how something works or doesn’t work within your organisation.

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Manage Time as a Resource

Posted on by Adam Payne

If your managing time in all sectors of the business, from Sales, Product Development and Production it will result in shorter planning and development cycles, as well as less process time in manufacturing.

Whether you’re a manufacturer making computer components, tin cans, widgets or an individual working in a purchasing department producing orders, reports, or budgets you are still producing an output, an output that someone wants.

We all have our processes (inputs) and transform them into something someone wants (outputs).

Time is the key element to control within our processes, for this we use standard work.

The establishment of time based standardised processes is the greatest key to creating consistent performance. Only when the process is stable you can begin the creative process of improvement.

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Leadership Standard Work: Strengthening the Core of Manufacturing Management

Posted on by Adam Payne

Effective leadership is paramount in steering organisations toward success. Leadership Standard Work (LSW) represents a transformative approach that embeds discipline, visibility, and accountability into the daily routines of leaders at all levels. At its core, LSW is a systematic, documented set of behaviours and activities that are fundamental to driving performance improvement and organisational success. Let’s delve deeper into this concept and how it can be actualised in your manufacturing environment.

The Pillars of Leadership Standard Work

Leadership Standard Work revolves around several key behaviours that align with the fundamental lean principles of continuous improvement and respect for people. These include:

  1. Go and See (Gemba): Regular, scheduled visits to the place where work happens to observe processes and engage with frontline workers.
  2. Ask Why: Applying the five-whys technique to uncover the root cause of issues, thus fostering a culture of problem-solving.
  3. Show Respect: Creating an environment in which every team member feels valued and their input is considered critical for continuous improvement.

Standard Work vs. Leadership Standard Work

Standard Work and Leadership Standard Work are twin pillars in high-functioning manufacturing environments, but they cater to different yet complementary aspects of operational excellence. To understand the distinction and the interplay between the two, let’s expand and explore.

Standard Work: The Bedrock of Consistent Quality

Standard Work is a detailed outline of the optimal current method for performing a particular task or process. It encompasses the best practices identified through continuous improvement efforts and is designed for workers at the operational level to ensure consistency and efficiency. Essentially, it’s the “what” and “how” of the daily tasks:

  • Documented Processes: Clear, concise instructions for performing a task that anyone in the role can follow for consistency.
  • Time Elements: Standard time taken for each task helps in scheduling and balancing workloads in a lean manufacturing system.
  • Sequence of Operations: An optimised sequence for carrying out tasks to reduce waste and ensure efficiency.
  • Quality Checkpoints: Built-in quality inspection points within the workflow to ensure defects are caught and corrected early.
  • Tools and Materials: Identifying and arranging necessary tools and materials to minimise movement and waiting times.

Standard Work is the baseline framework from which continuous improvements are identified and applied. It creates an environment where output quality becomes predictable, and processes become more transparent and efficient. As changes are made through kaizen (continuous improvement) activities, Standard Work documents are updated to reflect the new best practices.

Leadership Standard Work: Enhancing Management Effectiveness

In contrast, Leadership Standard Work turns the spotlight onto the roles of leaders and managers within an organisation. It pertains to the “who,” “when,” and “why” – focusing on leadership behaviours and activities that ensure the Standard Work and all other processes are effective, sustainable, and continuously improving.

  • Routine for Leaders: It includes scheduled checks and observations, regular meetings, and audits ensuring that operations are running according to the documented Standard Work.
  • Performance Monitoring: Involves reviewing key performance indicators (KPIs) to ensure that targets are met, and progress is made toward strategic goals.
  • Problem Escalation: Leaders address issues that frontline employees cannot resolve on their own, bringing a systemic approach to solving workflow interruptions.
  • Mentorship and Development: LSW emphasises developing staff; leaders schedule time to coach and mentor employees, reinforcing a culture of learning and improvement.
  • Change Management: Leaders are tasked with managing and guiding change within the organisation, ensuring that new practices are smoothly integrated and accepted.

LSW provides a blueprint for leaders to follow that ensures they are supporting the Standard Work done at all levels. By managing their time around core leadership tasks and creating a routine aligned with operational processes and goals, leaders ensure that they are not only providing direction but are also supporting and enabling their teams.

Symbiosis and Synergy

Both Standard Work and Leadership Standard Work are vital to sustaining lean manufacturing methodologies. While Standard Work prescribes “the way work is done,” LSW ensures “the way work is led.” In practice, one cannot be successful without the other. Standard Work without supportive Leadership Standard Work may lead to drifts in practice and gradual decline in outcomes as frontline employees may not feel supported or held accountable to maintain improvements. Conversely, Leadership Standard Work without solid Standard Work lacks the baseline consistency required for meaningful leadership activities, leading to disorganised efforts and suboptimal resource allocation.

The synergy between the two establishes a robust system where process efficiency is maintained and continuously improved upon, and where organisational goals are met with consistency through engaged leadership. Leaders reinforce the Standard Work by verifying its application and encouraging continuous improvement, while frontline workers carry out the carefully designed Standard Work, knowing that their efforts are supported and that there’s a framework for escalating and resolving issues. This creates a dynamic loop of performance and productivity that underpins a culture of excellence.

Implementing Leadership Standard Work

To effectively implement LSW, leaders must first understand their roles and establish a set of activities that align with organisational goals. For example:

  • For a Team Leader or Supervisor:
    • Starting the shift with a brief team huddle to discuss the agenda, safety topics, and performance metrics.
    • Routine checks for adherence to 5S standards and progress on action items.
    • Direct, on-the-floor coaching, and problem-solving sessions with team members.
  • For a Senior Manager or General Manager:
    • Weekly or bi-weekly Gemba walks to maintain firsthand knowledge of operations and employee concerns.
    • Participation in cross-departmental meetings to ensure alignment on strategic objectives.
    • Reviewing KPIs and ensuring that audit protocols are being followed to maintain high standards of quality and safety.

Each level of leadership standard work varies in scope and frequency, but the underlying principles remain the same.

Leadership Standard Work Audit

The Impacts of Effective Leadership Standard Work

By embracing LSW, manufacturing organisations can expect several key benefits:

  • Problem-Solving: Frontline associates, empowered to raise issues, drive a culture of immediate problem-solving rather than reactive fire-fighting.
  • Continuous Improvement: Regular practice of LSW ensures that improvement becomes habitual, not just a one-off event.
  • Developing Leaders: Provides a framework for nurturing future leaders by exposing them to strategic thinking and decision-making processes.
  • Performance Gains: Continuous focus on goals and metrics tends to accelerate performance improvements.
  • Team Culture: Promotes a sense of ownership at all levels, leading to stronger team bonding and collaboration.

Case Studies and Evidence

The practice of LSW isn’t theoretical; it has been successfully integrated into numerous organisations. As we implemented and embedded this within Unipart in the late 90’s early 20’s it highlighted its effectiveness. LSW was introduced across the organisational hierarchy, from team leaders to the managing director, driving substantive improvements and embedding a proactive and positive culture. Just one of the many implementations we have done throughout the years since.

The Leadership Pyramid

Visualising LSW through a leadership pyramid can provide clarity on the distribution of responsibilities and activities at all levels. It emphasises the importance of foundation work by team leaders, the managerial oversight, and strategic vision at the upper tiers of the pyramid.

Key-Takeaway

Leadership Standard Work is the engine that propels the continuous improvement vehicle forward. It provides predictability, structure, and a means by which leaders can methodically contribute to the organisation’s overall well-being while developing their teams. In embracing LSW, manufacturing organisations are not merely investing in a set of tasks; they are nurturing a culture of excellence, responsibility, and innovation that echoes through every layer of the company’s fabric.

For manufacturing leaders seeking sustainable improvement and cohesive teams, leadership standard work isn’t a choice—it’s an essential strategy in the modern manufacturing playbook.

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Why Standardised Work Isn’t Boring (And Why It’s The Secret Weapon You’re Ignoring)

Posted on by Adam Payne

Right, let’s talk about something that, on the surface, sounds about as exciting as watching paint dry. Standardised work. I know, I know. The phrase itself probably conjures up images of old black and white factory footage, rows of identical workers doing identical tasks with robotic precision. It feels rigid, a bit soul crushing, and completely at odds with the dynamic, creative, and, let’s be honest, slightly chaotic way most of our businesses actually run.

And that’s the problem right there. It’s one of the most powerful, transformative tools in the entire lean manufacturing playbook, yet it remains one of the least understood and least used. Why? Because we’ve completely misunderstood what it’s for.

From my own experience working with countless teams, I can tell you this with absolute certainty: without standards, you do not have continuous improvement. What you have is chaos. You have firefighting. You have good days and bad days that you can’t quite explain. You have a constant, draining variability that makes progress feel like guesswork.

I’ve heard all the rebuttals, and I’m sure you have too. They usually come from very smart, passionate people who genuinely believe their work is different.

“We don’t make cars, you know.”

“You see, our process is creative. It can’t be standardised.”

“We’re unique… this isn’t an assembly line!”

And I get it, I really do. The objection comes from a good place, a desire to protect the craft, the human element, the spark of ingenuity that makes their work special. But here’s the thing I always say in response. Everyone, and I mean everyone, works a process. That process, whether you’re designing a marketing campaign, admitting a patient to a hospital, writing code, or yes, building a car, can only be doing one of two things. It’s either creating value for your customer, or it’s destroying it. Which would you rather it be?

It doesn’t matter if you’re delivering lifesaving patient care or assembling a gearbox. The end result relies on a sequence of highly coordinated tasks and processes. When you find a way to standardise the best-known method for that sequence, you’re not killing creativity. You’re clearing the path for it. You are beginning the journey of fundamentally improving your work and eliminating the significant, often hidden, sources of waste that frustrate your team and disappoint your customers.

The Great Misunderstanding: “But Our Work is Special”

Let’s dig into that pushback a little more, because it’s the single biggest barrier to getting started. The idea that standardisation is only for the factory floor is a myth, but it’s a persistent one.

Imagine the head of a busy A&E department. Their environment is the definition of unpredictable. Every case is different, every patient unique. The idea of a “standard” way of working seems almost insulting to the skill and judgement of the doctors and nurses. But think about the process of triage. Is there a standard set of questions to ask to assess urgency? Is there a standard procedure for checking vital signs? A standard location for the crash cart? Of course there is. These standards don’t restrict a doctor’s ability to make a complex diagnosis. They do the opposite. They handle the repeatable, critical basics flawlessly every single time, freeing up the doctor’s mental energy to focus on the difficult, unique aspects of the patient’s condition. Without those standards, you get chaos, missed steps, and potentially tragic errors.

Or what about a team of software developers? They’re the epitome of modern knowledge work. Their job is to solve complex problems with elegant code. You can’t standardise creativity, right? Well, no, you can’t standardise the moment of inspiration. But you can absolutely standardise the process around it. How does the team handle bug reports? Is there a standard way to test new code before it’s deployed? A standard checklist for releasing an update to prevent servers from crashing at 2 a.m.? These standards don’t tell a developer how to write a brilliant algorithm. They create a stable, predictable framework so that their brilliant algorithm can be delivered to users reliably and without causing new problems. They prevent the team from constantly reinventing the wheel on routine tasks.

The truth is, every job has elements that are repeatable. Standardised work isn’t about the whole job; it’s about those repeatable parts. It’s about agreeing, as a team, on the best way we currently know how to do a specific task. By doing this, we create a baseline. A stable foundation. And you cannot improve something that isn’t stable. Trying to improve a chaotic process is like trying to measure a moving object with a ruler made of elastic. The data you get is meaningless.

So, the next time you hear “we’re different,” the answer isn’t to argue. It’s to ask a different question. “What parts of our work are repeatable? And for those parts, have we agreed on the best way to do them?” The conversation that follows is often the first real step toward meaningful improvement.

So, What Is It, Really?

At its heart, standardised work is incredibly simple. It’s the documented, current, best practice for completing a task. It’s a living document that captures the most efficient and effective way we know right now to get a job done to the highest quality. The goal is to ensure that the same results are achieved, in roughly the same amount of time, with the same level of safety and quality, regardless of who on the team completes the task.

The key word in that definition is current. This is not about carving a process into stone tablets to be handed down from on high. It’s not a rigid, top-down procedure manual that gets written once and then gathers dust in a forgotten folder on the company server. To be honest, that kind of documentation is worse than useless; it breeds cynicism.

Standardised work is the opposite of that. It’s a tool for the people actually doing the work. It’s a dynamic agreement, a hypothesis that says, “Based on everything we know today, this is the best way to do this.” And tomorrow, we might find a better way. When we do, we test it, prove it, and then we update the standard. It’s the engine of kaizen, or continuous improvement.

Think of it like a professional chef’s recipe. A Michelin starred chef has a precise, documented recipe for their signature dish. Every ingredient is measured, every step timed, every technique specified. This doesn’t stifle their creativity. It ensures that every customer who orders that dish gets the same brilliant experience. The standard recipe is the foundation. It’s what allows the kitchen brigade to perform flawlessly under pressure. The creativity happened when the chef was developing the recipe, experimenting with ingredients and techniques. And if they discover a better way to sear the scallops or a new spice for the sauce, they don’t just do it randomly. They test it, perfect it, and then they update the master recipe. They change the standard.

That is what we’re aiming for. A clear, agreed upon method that removes ambiguity and inconsistency from our routine tasks, freeing up our minds to focus on the real problems and the next improvement.

The Building Blocks of a Good Standard H2

While the specific document might look different in an office versus on a factory floor, the core principles and key elements remain remarkably consistent. To build effective standardised work, you generally need to understand three key components.

Standard Work Elements

1. Takt Time

This is a concept that often gets confused with cycle time, but they are very different things. “Takt” is a German word, and it means beat, or rhythm, like the baton of a conductor keeping an orchestra in time. In a business context, Takt time is the rhythm of your customer demand. It’s the rate at which you need to complete a product or a service to keep up with what your customers are asking for.

The calculation is simple:
Takt Time = Your Available Production Time per Day / Your Customer Demand per Day

Let’s use a non-manufacturing example. Imagine a mortgage processing team that has 420 minutes of available work time in a day (after breaks and meetings). The company receives, on average, 70 mortgage applications per day that need to be processed.

Takt Time = 420 minutes / 70 applications = 6 minutes per application.

This number is profound. It’s the heartbeat of the operation. It tells the team that to meet customer demand, one completed application needs to roll off their production line, so to speak, every six minutes. It’s not about how long it actually takes to do the work (that’s cycle time). It’s about the pace required to satisfy the market. Understanding Takt time helps you design your processes. If the team’s current process takes 10 minutes, you immediately know you have a problem. You can see the gap between your capability and your customer’s expectation, and that’s where your improvement efforts should focus. It prevents overproduction (working faster than needed, which builds up inventory and waste) and underproduction (working too slow, which leads to backlogs and unhappy customers).

2. Work Sequence

This is the most straightforward part. As the great Taiichi Ohno of Toyota put it, it is “The time for an employee to do a prescribed task and return to his original stance.” It is the actual step by step sequence of actions that a person performs to complete one cycle of their work within the Takt time.

A good work sequence is clear, logical, and focuses on the most efficient path of action. It’s not a dense paragraph of text. It’s usually a numbered list, often accompanied by pictures or diagrams, that breaks the task down into its core elements. What is the first thing you do? What is the second? Where do you get your materials from? What tool do you use? It captures the how of the job in a way that is easy for anyone to follow. This ensures that everyone is following the same best practice, which is the key to reducing variation and defects.

3. Standard Inventory

This third element is often overlooked, especially in service or office environments. In manufacturing, it’s easy to understand. It refers to the minimum number of parts or materials needed at a workstation to complete the work smoothly without interruption. You need enough to keep working, but not so much that you’re creating clutter and excess inventory.

In other sectors, the “inventory” might be different, but the principle is the same. For a software developer, it could be the number of open tasks in their “to do” column. Too few and they risk being idle; too many and they suffer from context switching and an overwhelming workload. For a call centre agent, it might be the number of reference documents they need open on their screen to answer customer queries effectively. For a doctor, it could be the standard number of patient files to have ready for their next appointments.

Standard inventory is about defining the minimum resources necessary to perform the job according to the standard work sequence and within the Takt time. It’s about ensuring the process flows without hiccups or delays caused by searching for information, tools, or materials.

Putting It All Into Practice: A Few Ground Rules

Knowing the theory is one thing, but actually creating and sustaining a culture of standardised work is another. It requires a thoughtful, human centred approach. Here are a few things to bear in mind.

First, and most importantly, involve the employees. The people who do the work every day are the experts. A manager sitting in an office trying to write a standard for a task they haven’t performed in years is a recipe for disaster. The standard will be wrong, and the team will resent it and ignore it. The best standards are created when a leader facilitates a conversation with the team, at the place where the work is done. You observe the process together, you time the different steps, and you collectively agree on what the current best practice is. This builds ownership and engagement. When the team creates the standard, they are far more likely to adhere to it and, even better, to improve it.

Focus on the gritty details. A standard that is too high level is useless. Its purpose is to reduce variation, and variation lives in the details. You need to capture the little nuances, the “tricks of the trade.” I remember working with one process where an associate had to physically lean on one part to get another part to fit correctly. A slight tolerance stack up in the components meant it was the only way. This “knack” had to be written into the standard work. Now, was that the long-term solution? Of course not. But documenting it made the problem visible to everyone, including the engineers. It quantified the issue. Imagine the lost time and production if a new person started, wasn’t told about the trick, and spent hours struggling. By documenting the knack, we created a temporary standard while a permanent engineering solution was developed to fix the root cause. Without that detail, the problem remains hidden in tribal knowledge.

Use visuals whenever you can. Our brains are wired to process images far more quickly and effectively than text. A single photograph with a few key annotations can convey more than a full page of written instructions. Use diagrams, photos, examples, and even colour coding to bring your standard work to life. A picture really is worth a thousand words, and it helps overcome language barriers and differences in reading comprehension. The goal is instant clarity.

Make it accessible. This seems obvious, but it’s a common failure point. The documentation is no good if it’s locked in a filing cabinet or buried in a complex server directory. The standard work needs to be available at the point and time that the work is actually being performed. Laminated sheets at the workstation, a monitor displaying the steps, a tablet with the instructions readily available. If a team member has to walk away from their work area to find out how to do their job, the system has failed.

Finally, build a system to innovate. This is the crucial point that prevents standardisation from becoming stagnation. While you don’t want employees deviating from the standard work on a whim, you absolutely must have a clear and simple process for them to suggest improvements. When someone has a new idea, a better way, there needs to be a method to consider it. This is often handled through a governance process or a kaizen suggestion system. It allows the new idea to be tested, analysed, and, if it proves to be better, for it to be approved and rolled out as the new standard for everyone. This creates a positive feedback loop. It tells the team, “We value your expertise, and we want your ideas.” The standard isn’t a cage; it’s simply the starting line for the next improvement.

Standardised work isn’t the most glamorous tool. It doesn’t have the futuristic appeal of AI or automation. But it is, without a doubt, the bedrock of operational excellence. It’s about creating stability in a chaotic world. It’s about respecting the people who do the work by capturing their collective knowledge. And most of all, it’s about building a solid foundation, a floor from which your entire team can rise, together, to new levels of performance. It’s time we stopped dismissing it and started seeing it for what it truly is: the starting point of all meaningful improvement.

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