Lean teams use standard work as the baseline for improvement. Without a standard, you cannot tell whether a change helped or whether a problem is new. It also makes training faster and results more consistent across shifts.
Where it comes from
Standardized work is a foundation of the Toyota Production System, built on takt time, work sequence and standard in-process stock. Its training methods also draw on Training Within Industry job instruction.
At a glance
The three elements and a combination chart
Swipe sideways to see the whole diagram.
How to apply Standard Work
- 1
Observe the current method
Watch several operators perform the task over multiple cycles. Note the steps, variation between people and any waiting or rework.
- 2
Break the task into elements
List each work element in order and time it. Identify key points that affect safety, quality or ease of work.
- 3
Agree on the current method
With the operators, choose the method that is safest and most consistent. Remove obvious waste before you write it down.
- 4
Document it visually
Create a standard work sheet or instruction with photos, sequence, timing and key points. Keep it short and post it at the point of use.
- 5
Train to the standard
Teach the method step by step and confirm each person can perform it. Track who is qualified on which tasks.
- 6
Audit and improve
Check regularly that work follows the standard. When someone finds a better way, test it and update the standard so the gain sticks.
Worked example
A machine shop finds that changeover results vary by shift. Operators from each shift agree on one sequence and record it with photos and key points. Changeovers become more consistent, and the next kaizen starts from that shared baseline.
Common mistakes
- Having engineers write standards alone, so operators do not trust or follow them.
- Treating the standard as permanent instead of the starting point for improvement.
- Writing long text documents that nobody reads at the workstation.
When Standard Work is not the right tool
Rigid step-by-step standards fit repetitive work. Highly varied knowledge work needs lighter standards, such as checklists, definitions of done and agreed policies.
A standard written without the people who do the work rarely holds.
Standard work procedures
A standard work procedure documents the current best way to do a task: the sequence of steps, the time each takes and the amount of work in progress needed. It is written with the people who do the work, not for them.
Unlike a long SOP, standard work is short and visual. Photos, key points and the reason for each key point fit on one page posted at the workstation. When someone finds a better way, the procedure is updated, so the standard is the base for kaizen.
The three standard work forms
Manufacturing teams often use three forms. A process capacity sheet shows what each machine can produce. A combination table shows manual, machine and walking time against takt.
A standard work chart shows the layout, the operator's path and where stock is held.
Training to the standard
Training Within Industry job instruction teaches a standard in four steps: prepare the learner, present the job, try out performance and follow up.
Leaders keep their own routine too. Gemba walks are part of leader standard work.