"The objective of workplace organization is to create a functionally organized work environment and not to simply give the appearance that things are organized." Lean Office and Service Simplified by…
"This culture (at Toyota) has, in our view, two pillars—the discipline to follow a path of continuous problem solving and self-improvement, and accountability to work standards, fellow team members, company…
"The paradox of Lean is that the more structure and standards you have in place, the more flexible and creative you can become." Flatlined: Why Lean Transformations Fail and What…
"At Toyota (like most other manufacturers), there are certain standards (safety, equipment settings, quality tests, etc.) which are determined and set by various professionals. The question comes up, how can…
"Toyota does not want individual employees to 'own' their standardized work, and uses job rotation so no one employee owns any one job.… Once the process is operating at some…
"The establishment of standardized processes and procedures is the greatest key to creating consistent performance. It is only when the process is stable that you can begin the creative progression…
"By "standardized work," we are referring to the most efficient and effective combination of people, material, and equipment to perform the work that is presently possible. "Presently possible" means it…
"Standardized Work is a concept that is often misunderstood in the context of the lean journey. Many times we have heard the comment that standardized work is going to make…