Toyota views Standardized Work as the one of the most fundamental parts of their production system but sadly we just don't see a lot of companies doing a really good job with it. It's hard, to be sure, and there's a lot of prerequisites. Most importantly, Standardized Work won't succeed through good intentions alone, it requires a solid foundation.
Think of standardization like sheet music. Musicians follow clear instructions for what to play and when. In the workplace, standardized work charts do the same, outlining the exact steps, timing, and responsibilities. When people ignore these standards, results become unpredictable—just like a band playing out of sync.
Why does this matter? Because standardization is the starting point for continuous improvement. Without everyone following the same process, you can’t reliably spot problems or make things better. Consistency creates predictability and exposes gaps you can fix.
But it’s not just about posting instructions. You need a few key building blocks:
- Stable Processes: Your process must be reliable. If tools or materials fail, standards won’t stick.
- Skilled People: Employees need proper training. Like musicians learning to read music, workers must master basics first.
- Clear Work Organization: Break tasks into simple, repeatable steps. Make sure roles are clear and cross-training is in place.
- Visual Standards: Use charts or guides so everyone can see the right way to work.
- Ongoing Review: Keep standards up to date and retrain as needed.
- Leadership Support: Leaders must check in, support problem-solving, and encourage improvement.
Many companies skip these basics and go straight to writing procedures. Without a stable foundation and strong leadership, standards get ignored and improvement stalls. The real goal is to make standards the launching pad for innovation and growth.
To get started, begin small. Pick one area, stabilize it, train your team, clarify the process, and fine-tune your standards. Once it works, expand across the organization.
In summary: Standardization is the foundation for operational excellence. It needs stable processes, skilled people, visual management, and active leadership. When these are in place, you create a repeatable, improvable system that benefits everyone.
Focus on direct observation—don’t just rely on reports. Watch the work to see if standards are being followed. Start with a small pilot project, involve your team, and make sure everyone has the right skills. Define each step, smooth out the workflow, and use job instruction training so people understand not just what to do, but why it matters.
Standardize as much as you can. Even if some tasks seem hard to standardize, look for what can be made consistent. Standardization sets the stage for creativity and improvement.
Finally let the people doing the work lead the way. Give them the tools and authority to improve processes and make expectations clear. That’s how you build a culture of continuous improvement.
