Standard Work
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Standard work documents the best-known sequence, timing, and layout for performing work consistently and safely.
Definition
Standard work documents the currently best-known method for performing a task: the sequence of operations, the time allocated for each, the work-in-process required, and the movement pattern. Standard work has three elements: takt time (the pace required), work sequence (the order of operations), and standard work-in-process (minimum inventory needed). It creates the baseline for improvement—without a standard, you can't distinguish improvement from random variation. Standard work is owned by the workers who perform it and updated when better methods are discovered.
Examples
Standard work for an assembly station includes: takt time of 55 seconds, a 12-step work sequence, and two pieces of standard WIP. The chart shows operator movement pattern. All operators follow the same method, producing consistent quality at consistent pace. When someone discovers a better way, the standard is updated.
Key Points
- Standard work is the foundation for improvement—can't improve without a standard
- Workers should help develop and own the standard
- Standards should be visual and accessible where work is performed
- Update standards when better methods are discovered
Common Misconceptions
Standard work is rigid bureaucracy. Lean standard work is owned by workers, updated frequently, and serves improvement. It's fundamentally different from imposed bureaucratic procedures.
Standard work stifles creativity. Standards create the platform for creativity. Experiments are measured against standards; successful experiments become the new standard. Creativity with accountability.