Why Standard Work fails

I see a lot of lean practitioners missing the point of Standard work. Too often, standard work is implemented as step of a Lean Six Sigma Deployment without really understanding their purpose. As result, I visit too many plans in which standard work is used to show customers they are doing "lean" or just to check the box of a their continuous improvement plan. However, little or none value is gained from having it.

 Lean Six Sigma Deployment Memory Jogger, page 68

Standard work is just one step from a SYSTEM FOR IMPROVEMENT as presented in the "Cycle of Improvement" from the Lean Six Sigma Deployment Memory Jogger (page 68.) 

In this cycle, problems are made visible thanks to standardized expectations and then kaizen (continuous improvement) can be done to meet these expectations. That is why we say "There is not kaizen without standard work"; but it is also true "there is not standard work without kaizen" as performance naturally decays. Standard work then is a result to a system for improvement.   

Having standard work without the system for improvement is like having a fish without water. It is unsustainable. 

Contrary to the common approach of standard work, learn from traditional Industrial Engineering programs, standard work should not be the objective by itself, it is the means to the end: a cycle of kaizen.

A system for improvement requires processes in which supervisors and team leaders know how to use the Standard work following the 4 steps of the cycle of improvement shown above.


We use Standard work to eliminate waste, but if we create Standard work without the system nor teaching how to use it, we have only created more waste. 

Are you creating more waste?

My contribution to all lean practitioners

With the help of the publishers of Memory Joggers, GOAL/QPC, I am pleased to share with all lean practioners this quick reference handbook that provides the lean six sigma principles, methodologies and tools in a simple and visual way to be shared in the gemba.

While lean is simple, teaching it to others requires a thoughtful approach. In this handbook, I share my 10 years of experience on doing lean in a practical and visual way.

It is a simple and concise visual learning tool experience for those that want understand the methodologies, tools, and principles of Lean Six Sigma. You can use it as a quick reference guide, kaizen learning tool, a problem solving workbook, identification of waste and kaizen ideas, or a self-paced preparation guide.

Click here to download the first chapter

To Order an e-book or a printed version, please do so through the GOAL/QPC website.

Lean at Jabil: Sensei, Shingo, and Synergy

I want to share this article from Jabil Blog Aim Higher: Lean at Jabil: Sensei, Shingo, and Synergy. What you will find interesting is that Jabil has actively engaging 'innovative, successful Lean industry leaders' to surround Jabil Lean teams with excellence.

Jabil’s Jaime Villafuerte recently presented at the IndustryWeek Best Plants Conference in Indiana. After Jaime’s presentation, many attendees remarked on the amount of time Jabil spends training employees and the level of participation from executives, suppliers and customers. In fact, several Jabil customers expressed an interest in additional involvement in Jabil’s Lean training activities.
Lean teams take continuous improvement seriously. In order to achieve certification, teams must complete a number of projects, present their projects to other teams, and demonstrate improvements. Projects range from financial reporting and business intelligence tools to communication mechanisms and operational workflows. Whatever the project, Lean projects bring people together to find better solutions. Wilson Cavalcante, Quality Manufacturing Manager at Jabil Manaus facility, notes that one of the outcomes of the Lean projects is “Outstanding synergy created within the team.”
Jabil’s continuous improvement philosophy and commitment to operational excellence are deeply embedded in Jabil’s culture and, through Lean training, are regularly assessed and rewarded.

To read full article on how Jabil has drawing inspiration from Lean Sensei and Shingo Prize Winning Operation' click here.
Source: Jabil Blog Aim Higher, May 14, 2012.

Toyota Industrial Equipment Manufacturing (TIEM) Tour

Lift truck

Toyota Industrial Equipment Manufacturing (TIEM), a zero-landfill facility in Columbus, IN.





     Key learnings:

• Toyota Production System: highest standards of quality and efficiency. 
• "Just-in-time" production system: aims to smooth the work flow, reduce inventories and lower production costs.

My session notes (IW Best Plants Conference)

Jaime Villafuerte at 2012 IW Best Plants Conference in Indianapolis, IN

How to Make 100,000+ Problem Solvers? 

Structured Education is key.

1. Create an organization structure
2. Define education road-map
3. Deploy the structure starting with middle management
4. Show results
5. Extend the training up (Champion) and down (Shopfloor) and deeper (Bronze, Silver, Gold, Black Belt)
6. Make all Operations Managers Black Belt Certified

    Key Takeaways:

• Make it an Enterprise Initiative
• Visible commitment of the executive team
• Educate, empower and involve employees
• Flexible Structure
• Communicate, show results and continuously improve
• Recognize and celebrate successes

Speaker at the 2012 IW Best Plants Conference

'The Making of 100,000+ Problem Solvers: Jabil's Lean Six Sigma Body of Knowledge'
2012 IndustryWeek Best Plants Conference in Indianapolis, IN.
Wednesday, April 25 - 10:00am - 11:00am
Jaime Villafuerte, Lean Six Sigma Director - Jabil, Inc.
Session: Workforce Management & development - for attendees seeking strategies to build a better workforce. Topics include leadership, employee empowerment and safety.

Education is a foundation for success at electronic solutions provider Jabil. Jabil's mission is to develop a capable workforce of exceptional people focused on continuous process improvement. At the heart of this development cycle is the Jabil Lean Six Sigma Body of Knowledge, which focuses on lean awareness and problem solving. Certified employees become coaches and mentors to those learning to apply their classroom knowledge in a project-based learning environment.

This session discusses Jabil's successes in instilling a Lean Six Sigma culture through a comprehensive education and development program, combined with executive management support. It also shares valuable lessons learned from an earlier, unsuccessful attempt to implement lean.

Key Takeaways:

• Gain insights on deploying Lean Six Sigma across a large organization.
• Learn details of Jabil's three knowledge levels -- bronze, silver and gold -- and how certification in these levels assures the work force is truly grasping lean concepts in practical ways.
• Hear about the importance of mentoring and coaching, and support from all levels of the organization.