| When working to improve a process, it is not enough | | | | are made only when data shows a need to change. |
| to implement a solution and stop. Without a plan to | | | | This prevents individuals from doing the work the way |
| maintain the gains, at the first sign of trouble, systems | | | | that seems best to them, thus compromising quality |
| will revert to what has been comfortable in the past. | | | | and negatively affecting the customer. The objective is |
| That usually means a return to some past operating | | | | to maintain consistent quality over time in spite of |
| procedure. To prevent this, there must be a linkage of | | | | environmental changes. |
| the improvement to the management system. This | | | | Documentation is an underlying principle in |
| involves monitoring important metrics, documenting | | | | standardization. Making sure documentation is up to |
| methods and procedures, and providing a strategy for | | | | date and utilized encourages the ongoing use of |
| dealing with problems in the future. | | | | standardized methods. In addition, documentation |
| This is the purpose of the Control Phase of a Six | | | | provides the information necessary to anticipate |
| Sigma Project. It involves a plan to maintain the gains | | | | problems and to see where potential improvements |
| from the new process, and building that plan into the | | | | can be made. |
| management system. This will provide for on going | | | | If managed properly, standardized work establishes a |
| accountability. Considering that process improvement | | | | relationship between people and their work processes. |
| projects will typically cross functional boundaries, the | | | | This relationship can enhance ownership and pride in |
| various process owners, and what they are | | | | the quality of work performed. From the customer's |
| accountable for, will be need to be specified, and | | | | perspective, standardized work keeps processes in |
| included in the plan, in order to insure long-term | | | | control so that the highest quality products and |
| success. | | | | services are provided. From the service or product |
| The result is consistent customer satisfaction, a linkage | | | | provider's perspective, standardized work improves |
| between quality initiatives and strategic objectives, | | | | safety, improves employee morale, controls production |
| direction for future improvement activities, and a | | | | costs, and provides business longevity by returning |
| reliance on data by the process owners. These are | | | | satisfied customers. |
| the ingredients of successful improvement projects | | | | Standardization has three components: elimination of |
| Discipline (Standardization) | | | | waste, workplace simplification (5-S philosophy), and |
| Discipline, in this case, applies to the adherence to | | | | work process analysis. All three of these components |
| standardization. Just as a disciplined athlete adheres to | | | | are necessary. If work is standardized without waste |
| a standard practice routine to reach the highest level | | | | elimination, waste production becomes standardized. If |
| of their performance, a business must have the | | | | work is standardized without workplace simplification, |
| discipline to adhere to proven methods of doing work. | | | | complexity becomes standardized. If a process is not |
| This is standardization. | | | | being measured, it is not being managed. |
| Standardization is about making sure that important | | | | The place to do all of this documentation is in a work |
| elements of a process are performed the same way | | | | process analysis document. This tool documents how |
| every time, as prescribed by the standardized process. | | | | work is done. It is convenient to look at work process |
| A lack of consistency will cause the process to | | | | analysis as a detailed description of the process' |
| generate defects and compromise safety. | | | | process map. It can also be a documentation of |
| Standardization also provides predictability, which | | | | workflow through an area of space (e.g., a factory |
| allows the process owners to prevent problems | | | | floor). The restraints of this article prevent me from |
| before they affect the customer. | | | | including a Work Process Analysis template. You can |
| In a process improvement project, the improvement | | | | get this, though, by visiting my website at |
| team can use the PDCA (Plan, Do, Check, Act) cycle | | | | The work process analysis tool also makes an |
| to find the best way to do the work. The data | | | | excellent training tool. The process steps are detailed |
| collected in the PDCA cycle becomes the basis for | | | | and the expected cycle time is given. This becomes a |
| changing a process, or for leaving it as is. Eventually, | | | | target for the process operators. The process |
| when no further improvement is mandated, a standard | | | | diagram can also be the floor layout of the workflow. |
| work practice is developed. | | | | The exact content is dependent upon the needs of |
| When a process or practice is standardized, changes | | | | the process owners. |