Principle 6 Standardized Tasks Are the Foundation for

Principle # 6 Standardized Tasks Are the Foundation for Continuous Improvement and Employee Empowerment

Standardize Tasks – per Standard Industrial Engineering Practices q Standards are set based on multiple time and motion studies conducted by Industrial engineers after timing every second of the worker’s tasks. q Worker’s are viewed as machines who need to be as efficient as possible q Every action of the worker is observed and recorded trying to get full productivity from the workforce q Workers are made to work harder for no extra money. q It is scientifically determined that there is ONE best way of doing a job q Performance standards are set to follow that ONE best way. q Efficiency and time studies may result in union grievances and major source of conflict between management and workers. THE TOYOTA WAY

Standardize Tasks – per Standard Industrial Engineering Practices - Results Blindly following the standardized tasks set this way will result in: § Red tape §Tall, hierarchical organizational structure §Top-down control §Number of books of written rules and procedures §Slow and cumbersome implementation and application §Poor communication §Resistance to change §Static and inefficient rules and procedures THE TOYOTA WAY

Standardize Tasks – The Toyota Way ü For manufacturing – The standardized work is set based on three elements, • time required to complete the job at customer demand; • the sequence of doing things and • the inventory or stock on hand the worker needs to accomplish that work. üStandardize globally – an engineer walking into any Toyota factory in the world will find identical process being followed everywhere üWhenever a defect is discovered it is verified whether the standardized work was followed? If it was followed and a defect still occurs the standards need to be modified. üTo enable those doing the work to design and build in quality by writing the standardized task procedures themselves. üStandard work is used for training the operator, but once trained, the standardized work sheet is posted outward for the team leads to audit if is being followed and not for the operator to look up the standardized work sheet THE TOYOTA WAY

High Bureaucracy Low Bureaucracy TECHNICAL STRUCTURE Toyota – An Enabling Bureaucracy Coercive Bureaucracy • Rigid rule enforcement • Extensive written rules and procedures • Hierarchy controls Autocratic • Top down control • Minimum written rules and procedures • Hierarchy controls Coercive THE TOYOTA WAY Enabling Bureaucracy • Empowered employees • Rules and procedures as enabling tools • Hierarchy supports organizational learning Organic • Empowered employees • Minimum rules and procedures • Little Hierarchy Enabling SOCIAL STRUCTURE