What is Standard Work? If work method is random, undefined, undisciplined-how would it be possible to effectively teach it to others so they can perform work in a reliable way?

A process used to develop effective work methods. Standard Work is: A process used to develop effective work methods. It reduces variation and disorder on the job. If work method is random, undefined, undisciplined-how would it be possible to effectively teach it to others so they can perform work in a reliable way?

Why is there a need for Standard Work? In most industries… Work practices are “loose” which lead employees to “figure it out” As a result, some employees do the job better than others and sometimes “their way” is worse. If someone has learned the “better way”, it is not usually shared between or even within shifts. Not sharing knowledge leads to a lot of variation within the operation. Variation is the root cause of most problems; too many variations can lead to errors, damages, and even injuries. If work method is random, undefined, undisciplined-how would it be possible to effectively teach it to others so they can perform work in a reliable way?

What can Standard Work do for a Company? Standards guide the consistent execution of work. A standard work method is a written description of how a process should be done. It documents a current "best practice" that can be implemented throughout a company. Standards are an essential requirement for any company seeking to continuously improve.

Standard Work provides… Simplicity in ensuring a uniform quality outcome. Everyone will get the same results if they are using the same methods. If there is room for interpretation, there is room for error - people never interpret things the same way. Simplicity in troubleshooting. If everyone is doing the work the same way and a quality problem occurs in one person’s work, then we know the problem is limited to that person or the equipment they are using. Simplicity in work improvement. People evolve, and so does the work we do. As materials and equipment change, our methods of work may need modification. It is easier to improve a process if we are all using the same standard. Simplicity in job improvement. If everyone has to bend or reach to perform an activity, we can figure out how to get rid of that wasted motion by reorganizing the work area (move a heavy product to a different level). The change will reduce repetitive stress injuries and contribute to a safer work environment.

Standard Work at Walgreens Two years ago, Walgreens created a Standard Work team to bring standard work into our DC’s. We were inspired by auto maker, Toyota, who has successfully implemented standard work for all of its processes and authored several resourceful books as a result. The Standard Work team is made up of Function Managers, I/O’s, M/O’s and HR from all DCs, in addition to IT and Corporate Personnel. If work method is random, undefined, undisciplined-how would it be possible to effectively teach it to others so they can perform work in a reliable way?

How do we identify what standards to set? We take the time to study the work and: Analyze every job Find out what the characteristics are of the job Determine what can be standardized Create a Job Instruction Method for each standardized job. (this is the document used to define the process of each job, step by step) So far we have standardized Job Instruction Methods for Split Case Pick and are finalizing Split Case Stock.

How are we making it happen? Every department will have Trainers, they are your co-workers, who were formally trained to train others on the correct standardized work method. Why do we have trainers? If people are not shown the proper method they will find a way to get the job done somehow, and it might not always be the right way. Supervisors often say “I told them the right way, but they didn’t listen.” Specifics of the job were not communicated, which creates a discrepancy between the two parties– the workers, who are doing what they were told based on rather general instructions, and the supervisors, who believe the workers are not listening to them and what their instructions were perfectly clear.

Let’s take a look at some real life examples where standard work has been put into effect…

John Wooden was the most successful college basketball coach in history. He is famous for teaching his players on the first day of practice how to put on their socks and shoes. Why would something so trivial be so significant? He didn’t want his athletes getting blisters because they put on their socks wrong, and didn’t want their laces to come untied in the middle of a game. So, the best way he could ensure their socks and shoes were put on right was to make a system, and then drill it into the kids until it was a habit.

The Army does the same thing during basic training. Soldiers are trained to store, maintain, and strap on their gear in exactly the same way every time. Why? The Army does not want soldiers in combat to have to think about where their gear is or whether or not they have maintained it properly.

Similarly, doctors are trained to have a system for everything: from how to conduct a physical exam, to the order in which to lay out their instruments. They even have a system for washing their hands. Having a system makes the action automatic, so it is done the same way every time.

Toyota is famous for defining "standard work" for all its processes. The company has a well-tested, documented technique for completing each job, from tightening a bolt, to installing an engine, to performing a cleanup at the workspace.

Does it really make a difference? John Wooden, the Army, Doctors and Toyota all want to ensure that each job is done the same way every time because it reduces variation in the process and results in better quality products. There is an additional benefit - making tasks routine, frees up individuals to think and be creative. For example: The basketball players were better able to improvise during games because they didn’t have to worry about their shoelaces coming untied. Soldiers are better able to deal with the chaos of actual battle because they don’t have to stop and think about where their ammunition or gear is. Doctors can respond to emergencies faster because they don't have to fumble to find their instruments. Toyota's workers have more intellectual room to solve problems that arise on the assembly line because they don't have to decide on how to do each step of their job.

Active Standard Work Method in the DC Bucket Picking How is it possible that the decision to follow the work methods is optional? Is a way of organizing TM’s so that the line balances itself. Used in any work environment where work is passed from person to person in sequence.

Bucket Brigade Each worker carries a product toward completion; when the last worker finishes their product they take the work of the person before them, who takes the work of the person before them. TMs A, B, C, and D are working on a line together. All push the work forward – D completes the work and bounces back to C, who bounces back to B, who bounces back to A. Skipping over a person on the line is not allowed. A B C D

Standard Work’s purpose: Create consistent results and control undesirable variation. To evolve and continuously improve. Enable us to be more efficient and productive than before, adding value to the organization and you. Differences in productivity rates, setup times, etc. is usually shrugged off by the supervisor and attributed to the normal learning curve. Workers should question every detail. “Why is the work done this way?” “What is the purpose?”