Standardization provides a number of potential benefits. Standardization is used to improve quality of a product or service. Standardization provides consistency, valued by your consumers and leading to greater levels of loyalty and retention. Standardization provides a platform for continuous improvement and standardization provides a framework for accountability.

For you, the objective of standardization may vary depending somewhat on context. Are you a sole proprietor turning out dozens of similar bowls in a production shop or are you an artist inspired to create one-of-a kind pieces? Are you a hobbyist trying to make the most efficient use of your limited spare time? Maybe you are one of many on a team of associates working together to grow a business?

At its most fundamental level standardization can be defined as “the best way I/we know how to      (fill in the blank)    .”  It may not be the absolute best way to accomplish a given task. There may be room for improvement, but a standardized way is the best way we know how to…      (fill in the blank)     today.

Think about this definition for a moment. If each day you sanded wood randomly in relation to the grain, some days you would may end up with a nicely finished piece of wood while on other days you would be less than satisfied. Let’s further say that you recognized the poor quality on a given day and changed the your sanding pattern to be in line with the grain. For that day your results improve, right. But if you approach the wood randomly the next day (no standardization) quality falls and work effort increases.

One objective of standardization is solidifying improvements. If we have learned to sand with the grain, improved quality and reduced work, by making this new approach a standard we have forever more locked in the productivity and quality improvements with standardization.

While consumers needs, wants and expectations can vary wildly, two characteristics that all loyal, retained customers share are a desire of value for their money and consistency in service levels and quality. Today you visit a new restaurant, the meal is delicious, the service outstanding the price is low. Next week you return and the food is cold, the service is slow and the price is higher. What are the odds you will try a third time? Standardizations provides the consistency that loyal customers crave.

Over time, we often learn naturally through trial and error how to produce better results. Intrinsically we learn to sand with the grain. We have standardized our approach and established the best way we know how…. today. It’s at this point that we can now leverage the greatest opportunities of having standardization. To quote a great man, Taiichi Ohno, “without standardization, there can be no kaizen (improvement)”

Once we have standardized our approach to a task we now have a platform for continued improvement. If sanding with the grain is better than sanding randomly, what is the next opportunity to improve quality or reduce the effort required? Would a sanding block help or a different brand of sandpaper? Would a progression of finer grit sanding paper help? Maybe it’s a larger variety of grits that we need. Instead of 80 to 120 to 220, would 80 to 100 to 120 to 180 to 220 produce better results faster?

For virtually everyone, the objective of standardization is to aid in producing consistent levels of quality in the most efficient manner known. But if you are part of a larger group, company or organization there are other benefits that should be recognized. Standardization provides a framework for accountability and documented standards provide an excellent tool for training and development.

Accountability is a word often used but seldom applied. In many businesses today, associates are held accountable for “standards” that are often poorly documented or conveyed. By documenting a standard and setting an expectations there is clarity for all and a basis for accountability.

Lastly, in an organization a clearly defined, documented standardized process provides and excellent tool for training new associates or for coaching existing associates to improve their performance.

Many that I ask will claim that in work and at home they often make efforts to improve. When I ask for examples of actual implemented change in the last two weeks, it’s generally quiet. At most, I might get an example of a major project underway, or one that that was already completed. Few people can name more than a handful of improvements made over the past year big or small.

Kaizen however is not about big innovative changes. It’s not about installing new systems, computers or equipment. It’s not about contracting with another vendor to handle the work you don’t like. It’s not about fundamental changes in your approach toward business.

Kaizen is about making small, incremental improvements to what you already have by means of elimination of wastes first and adding value second. Kaizen is about making dozens or hundreds of small changes over time.

Life is filled with nuisances. In work and in life, we all find reasons to complain that things take too long, move too slow, and cost too much in time, effort and energy. Kaizen is about eliminating these nuisances, all of them. And the more you look, the more you learn to see.

In the shop, it continues to amaze me how many nuisances there are. So many little inconveniences that slow you down, make your work harder than necessary, and impact the overall quality of your work.

As an example, band-saw blades have been a nuisance to me for years. When new and neatly rolled it seems easy to find a place to store a few. While I have occasionally gotten lucky trying to re-fold them once used, it’s a puzzle I’ve tired of battling. As a result I’ve hung used blades wherever I could find a spare spot. These large bands of sharpened steel inevitably get knocked off the wall.  

In less time than I have spent wrangling band-saw blades in the past, I glued up this practical while not aesthetically pleasing blade storage rack. Hung from a French cleat, I can move it as necessary around the shop. The upper portion is stationary. The vertical bar is affixed to the bottom and slides up and down in a groove of the top. All used blades can be stored in one of two sections, unfolded, while new blades hang conveniently in the center.

This is just one example of a good kaizen project, improving the current environment. It was quickly implemented for a nominal cost in time and money. I will forever on know exactly where all my blades are and none will be accidentally knocked off the wall. Nuisance eliminated!

How many more opportunities are there?

I found more drill bits than I ever thought I had, stored in 3 different locations.
There was lots of extra sandpaper and the best of all… a new Dewalt orbital sander that I had forgotten during our move last year.

Since being indoctrinated into Lean management I have to admit (reluctantly for a natural born pack-rat) that the 5S methodology does work. At least the first four S’ are easy. The fifth, sustainment is a little more challenging to make a habit. For now I refer to an Americanized version…(It’s sad to realize that a management philosophy built on standards can have so many variations!)

In the picture below is the result of the first of 5S’ last weekend, Sorting. The pile in front is donations to local charities. The one in the back is stuff to be relocated out of my way. For the most part, yard maintenance supplies that should be in the shed with the other stuff. Fundamentally, sorting is strictly about determining what needs to be in the workspace and what does not. When in doubt, throw it out!

 
It’s outta here!

The second S and the before and after picture below is what really makes the effort worthwhile. Sweep is not really about cleaning as much as it is organizing. The object is to find a designated location for everything. Giving each item a home and using it religiously prevents the need to ever go searching again.

Before

I’ve hated looking at this mess for 18 months.
The time finally came!

After

The third of 5S’ is Scrub. Scrub is about cleaning and also about maintenance.  Making sure tools and equipment are kept clean helps ensure long life by reducing wear and tear. As an example; on bearings and bushings that may accumulate sawdust.

The forth of 5S’ is more valuable to a multi-person shop. Standardization is about setting and following rules using the first three of the 5S’. Each person works to the same standard of organization and cleanliness. This teamwork approach improves morale by ensuring each person works to support the efficiency of all.

The fifth and most difficult S is sustainment. This is where most fail. Just like a new year’s resolution, it is easy to say you’re committed but another thing to live up to it. I have found that my commitment is directly proportional to the amount of energy I invest in establishing a new habit. If I go to the effort to build a new rack specifically to store sheets of sandpaper, I am more likely to put the sandpaper there. The same applies to spices in the kitchen, toiletries in the bathroom; and office supplies at work. Try it.

 …..coming next….

….jigs-n-fixtures….

I recently read about the great motivational speaker Zig Ziglar and his story about the frog and boiling water.  Basically, put a frog in boiling water, it feels the pain and it tries to jump out. Put a frog in room temperature water, slowly turn up the heat and the frog won’t sense the change. It is lured to its death by gradual change.

Companies, organizations and even we are somewhat like a frog when it comes to waste. If we see hundred dollar bills being thrown from our window, we would all stop to question the insanity. But a few pennies here or there may not be noticed. Our challenge is recognizing wasted time, effort and energy as cost or money before it kills our productivity and profitability. The secret to Lean Management is the elimination of this wasted time, effort and engergy or as they call it in Japan, Muda

While the theory and application of Lean Management originated in the Western hemisphere, it is Japanese companies that are known for its application and development. Muda is a Japanese term for waste made popular by Taiichi Ohno, an engineer with Toyota Motor Sales.

Taiichi is often credited with defining 7 Types of Muda; Overproduction, Waiting, Conveyance, Processing, Inventory, Motion and Correction. By Lean definition, Muda, or waste is anything that does not add value but consumes resources. Virtually any form of waste or muda can be placed in one of these 7 categories.

Consider your appliance repairman; he will need to generate a minimum amount of revenue each year to stay in business. If he must drive an extra 50 miles to your house, return for a failed repair attempt, or wait at a counter of a parts supplier for necessary components, the expense of his time will need to be covered. He may not bill you or another customer directly, but we all know that these costs will be absorbed through increased rates or fees in the course of his business.

In the future I will expand on the 7 forms of waste, plus an 8th form for larger organizations and how they might be eliminated. In the meantime, take some time each day to consider your actions. How much of your time is truly productive and how much is not? How much extra effort or energy to expend unnecessarily each day? How much extra tools, equipment or supplies have you accumulated that don’t benefit you or your customers?

When we open our eyes and truly see, we find that we waste more than we ever considered!