THE MODERN GUIDE

TO STANDARD WORK

POWERED BY
EXECUTIVE SUMMARY

As a tool for continuous improvement itself, Standard Work deserves an upgrade for the 21st century. This methodology is the building
block of lean and the foundation for all continuous improvement. Despite its importance, there are significant issues with how Standard
Work is traditionally implemented, offering opportunities for optimization as part of any company’s digital transformation strategy.

Currently, there are three major roadblocks that companies face when pursuing traditional Standard Work:

DIFFICULTY IMPLEMENTING
66% of lean practitioners rank Standard Work as the least successfully implemented lean methodology at their organization. Leaders
see this low success rate and halt the implementation before it can gain momentum.

NOT BEING CONNECTED TO PEOPLE

Often existing in isolation — Standard Work is inaccessible in the environments where work is done and does not cater to the needs
of operators, engineers, and managers. 85% of manufacturers cite worker errors for the cause of quality issues.

AN OUTDATED METHODOLOGY
First developed in 1951, Standard Work sheets have not evolved much since. These worksheets are often bloated, disconnected from
essential business systems, and require extensive background knowledge to use.

For lean organizations, modernizing Standard Work is crucial to find success in Industry 4.0. This guide will help you understand
challenges, overcome complications, and outline a path for implementing a focused Standard Work strategy.

“Standard Work allows employees to get it right, even on a bad day.”

Dr. Rebecca Morlando, Lean Six Sigma

Manufacturing and Supply Chain Director, 3M Corporation

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 TABLE OF CONTENTS

STANDARD WORK NEEDS AN UPGRADE

A DIFFERENT REALITY

WHAT IS STANDARD WORK?

THE FOUNDATION OF KAIZEN
STANDARDS FOR ALL TYPES OF WORK

THE MAJOR ROI ELEMENTS OF STANDARD WORK

CASE STUDY: TRIBAL KNOWLEDGE AT VIENNA BEEF

THE CHALLENGES OF STANDARD WORK

LACK OF SUPPORT FROM LEADERSHIP
FEEDBACK AND IMPROVEMENT WORKFLOWS
OUTDATED TOOLS

STANDARD WORK FOR THE DIGITAL AGE

THE DOZUKI PROCESS

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 STANDARD WORK
NEEDS AN UPGRADE

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 Percentage of unsuccessful implementation according to lean practitioners

100

80
80

70
STANDARD WORK NEEDS AN UPGRADE
60
60

50
Standard Work is simple. At its core, it consists of recording 40
40

a process, effectively communicating that process, and then 30

using that record as a basis for continuous improvement. 20
20
10
Given the simplicity, it’s fair to ask, “does something so basic 0
0
need an update?” This is a common thread we hear at Dozuki Standard
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People think, “Standard Work still works, right?” Source: The International Journal of Engineering, Design, and Technology

According to a recent study of lean practitioners, 66%

reported that their attempts to implement and sustain
Standard Work ensures that work is done the best Standard Work was unsuccessful at their organization—
way possible — every time. ranking as the least successfully implemented lean
methodology.

Leaders understand the value of Standard Work and are

Despite its deceptive simplicity, few companies are actively trying to implement it, but their attempts are
successfully implementing Standard Work, and the tools and unsuccessful. This high failure rate is shocking on its own, but
methods that they’re using to practice it aren’t working. the ripple effect it creates throughout the application of other
lean tools is even more concerning.

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 A DIFFERENT REALITY
• It’s impossible to map a value stream if the processes
that make up the value stream aren’t standardized. In reality, the comparison between what is written and how
work is actually done can vary quite a bit.
• It’s challenging to mistake-proof with poke-yoke when
there aren’t baseline standards to measure variance. Most companies wouldn’t be able to claim that employees
always follow established standards. Imagine walking into a
• It’s difficult to balance process flow using a kanban workplace and asking the staff if they have instructions for
system without knowing the minimum SWIP (standard the work they are currently doing, their answer may sound
work in process) necessary to maintain proper flow. something like this:

Given the foundational nature of Standard Work and its “Of course we have work instructions! They’re probably
importance to lean business systems, these impacts shouldn’t in the binder in that cabinet over there, or our engineer
come as a surprise. might have the files on his computer.”

Having a standardized system for process improvement Then they search for quite some time and finally retrieve the
increases efficiency, reduces variation, improves training, and document. You ask, “Is this an accurate description of your
creates a lean culture. The ripple impact that this system has work?” A likely response:
is reason alone to re-examine how Standard Work works.
“Yes, kind of… but with increased demand, we don’t
have time to clean that part thoroughly anymore and
we no longer use this machine setting. Oh, and I heard
that this quality check is not that important.”

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Perhaps the standards were accurate at some point, but over
the years workforce changes and limited resources have
caused them to become drastically outdated. The staff has
had to find alternative methods of working to compensate for
normal day-to-day problems.

The improvisation of staff helps production in the short-term,

but doesn’t sustain long-term improvements. It’s important
to realize is that as soon as standards are written, they begin
to age. Like the processes that it improves, standards require
continual improvement to be successful and adapt to the
changing demands of business.

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 WHAT IS STANDARD WORK?

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 Standard Work a detailed definition of current best practices
/ˈstandərd wərk/

WHAT IS STANDARD WORK?

Standard Work is defined by Toyota as a detailed definition of

the current best practices for performing a process. The term The Traditional PDCA Cycle

‘current’ is key—the current best practice should always be

improved upon. In this sense, standards are only one part of
the methodology. They are the baseline, but must be able to Do
change in order to drive improvement. Pla
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Standard Work - a detailed definition of the
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a process will improve—along with the standards—over time. Ac
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THE FOUNDATION OF KAIZEN
Kaizen is an ancient philosophy adopted by Japanese
manufacturers to drive a culture of continuous improvement.
Literally translated it means “small change,” but its impact is
anything but. Kaizen states that big problems can be solved
by making incremental improvements over time.

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 “In order for protocols (standards) to continue to improve, you
have to have a workforce that’s thinking, “what small step could
I take today to improve the process or product?” Standardization
allows everyone to look for incremental ways to make
improvements, even as you formalize the process.”

-Dr. Robert Maurer, The Spirit of Kaizen

Standard Work serves as a framework to facilitate and record STANDARDS FOR ALL TYPES OF WORK
these small changes in a formal way. The benefit is that
standardization allows for the distribution of knowledge and Contrary to popular belief, all work can implement some
progression across a workforce, enabling everyone to enter a aspect of standardization; and by doing so set a baseline for
mindset of continuous improvement and Kaizen. improvement and quality.

While highly repetitive tasks such as assembly procedures

become subjects of standardization, even work that is
creative in nature can be standardized.
HOUSE OF TOYOTA
Goal: Highest quality, lowest cost, shortest lead time Take a portrait painter for example. While the elements of
actually creating a portrait are unique to creative decisions
Just-in-Time Jidoka
made by the artist, many surrounding processes can still be
standardized, and therefore improved. Setting up the canvas,
Continuous Flow
Stop and notify the cleanup/teardown process, quality checks, all fall within
of abnormalities
the purview of standardization.
Takt Time
Separate people’s
work and
Pull System Translating this example into industrial environments,
machine’s work
commonly performed tasks such as setup/changeover
process, lockout/tagout procedures, safety procedures, are all
ideal candidates for standardization, no matter how unique or
Heijunka Standardized Work Kaizen creative the process may be.
STABILITY

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 THE MAJOR ROI ELEMENTS
OF STANDARD WORK

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THE MAJOR ROI ELEMENTS OF STANDARD WORK

Because this methodology serves as the foundation for all is resource intensive and demands the time of more
lean and continuous improvement; it has a direct impact experienced employees.
on the success of many lean practices. Such a large and
overarching impact makes it difficult to fully account for all Standard Work enables processes to be documented to an
the benefits, so we’ve limited it to ten as listed below. approved standard. This makes getting new employees up
to speed much faster and no longer varies from trainer to
trainer. With processes being updated and held to approved
MAKE WASTE MORE VISIBLE standards, training materials will also be more effective.

Standard Work illustrates process inefficiencies and allows

wasteful activities to surface. This shifts the focus from ELIMINATE TRIBAL KNOWLEDGE
placing blame on human errors, to a more positive culture of
process improvement and preventative, risk-based thinking. When information is only known by an individual or team,
As improving becomes the mindset, employees are more best practices can’t be communicated effectively, making
empowered to think critically about how they can be involved. companies reliant on a handful of experienced workers to
share important information (“tribal knowledge”).

IMPROVE TRAINING Standard Work allows companies to unleash this information

and share it with all employees, reducing the strain of
55% of manufacturers indicate that the best way to reduce employee attrition.
quality costs is to improve training. Traditional manufacturing
training emphasizes one-on-one job-shadowing, which

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“If you think of standardization as not the best that
you know today, but as that which is to be improved companies to distribute knowledge and train new employees
quickly; freeing up resources to focus on business growth.
tomorrow; you get somewhere.”
-Henry Ford
STREAMLINE PROBLEM SOLVING AND
PROCESS IMPROVEMENT
REDUCE DEFECTS AND PROCESS VARIATION
Without standards, it is common to have a mixed
85% of manufacturers cite worker errors (inexperience or understanding of the current process state. In these
lack of procedural adherence) as the cause of quality issues. situations, teams do not have an agreement on the best way
Standard Work reinforces that work being done is part of a to produce the intended result. Standard Work provides
defined process. an understanding of how improvements can impact the
workflow of other connected processes.
This reduces variation and minimizes defects by creating
a universal standard that employees actively engage with,
giving them a clear understanding of where their actions IMPROVE BOTH MORALE AND INNOVATION
might deviate from the established process standard.
Contextualize process improvement ideas by creating
a baseline for how feedback is given, assessed, and
INCREASE AGILITY AND SCALE FASTER implemented. When employees know that feedback is taken
seriously, reducing waste becomes an opportunity to be an
One-on-one job-shadowing or apprenticeship programs are insightful contributor.
resource intensive and highly variable. Standard Work allows

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REDUCE SCRAP AND REWORK WASTE

Prevent scrap by giving an accurate account of the materials

needed to maintain proper workflows. This way, when
processes are altered or changed, the resulting effects can be
predicted and prepared for, preventing costly rework.

LOWER OPERATIONAL COSTS

Distribute resources more evenly by providing an accurate

view of process flow and efficiency. This allows companies
to clearly assess where bottlenecks exist and define the
minimum work in progress (WIP) to maintain proper flow.

INCREASE CUSTOMER SATISFACTION

Customers will see the benefits of Standard Work via a higher

and more consistent product quality delivered via process
improvements. When work is done according to approved
standards, customers get what they expect and quality
remains the focus.

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CASE STUDY

TRIBAL KNOWLEDGE AT VIENNA BEEF

Despite all their best efforts and hypotheses, the company
The signature product of the Vienna Beef company is their couldn’t resolve the problem. After a year and a half of
natural hickory-smoked Vienna sausage. Loyal customers troubleshooting, a casual post-work conversation finally
expect the same consistency that the company has provided revealed the missing ingredient—the specific factory route of
for nearly 80 years. Yet, when the company made the a former employee.
transition to a new production facility, their staple product
changed—and nobody knew why. At the old facility, one employee was responsible for
transporting uncooked sausages to the smokehouse. This
With a long history of customer loyalty and product specific trip to the smokehouse ended up being the missing
consistency, imagine the shock that management experienced ingredient. During the trip, the combination of time and
when their famous dogs lost some of their renowned residual room heat was what created the signature flavor
qualities. Jim Bodman, the Chairman of the Vienna Beef and color of the sausages. This seemingly mundane step was
company had this to say about the problem: never documented. So while the facility may have moved, the
knowledge did not, and the product changed as a result.

“They tasted ok,” he says, “but they didn’t have the right
snap when you bit into them. And even worse, the color was Key Takeaway:
wrong. The hot dogs were all pink instead of bright red.” Start recording procedures now so the fate of your factory
doesn’t rely on any one “former employee.” Had the facility
been practicing Standard Work, this transportation process
On all accounts, it seemed nothing had changed to the would have been recorded, and management wouldn’t have
production process after the move to the new facility. After had to rely on tribal knowledge to understand how their
all, the ingredients and spices were all the same. product was really made.

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 THE CHALLENGES
OF STANDARD WORK

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 66% of companies fail in their
implementation of Standard Work

THE CHALLENGES OF STANDARD WORK

The challenges of creating and sustaining Standard Work in be successful and set the precedent for a receptive employee
its current state are preventing companies from realizing its culture. Without leadership support, employees perceive new
many transformative benefits. initiatives as hypocritical and misaligned with company goals.
As leaders fail to practice what they preach, employees have a
• Leaders lack support for initiatives when they don’t hard time justifying their own individual efforts.
have visibility into its benefits.

• Cumbersome revision workflows discourage a “For a production person to be able to write a standard
continuous improvement culture before it can begin. work sheet that other workers can understand, he or she
must be convinced of its importance.”
• Outdated and disconnected tools make practicing
- Taiichi Ohno
Standard Work a challenge and require too much
background knowledge to use effectively.
Standard Work is a human-driven approach, and can
only benefit companies when a culture of continuous
LACK OF SUPPORT FROM LEADERSHIP
improvement is in place. This takes commitment from all
88% of companies cited commitment from leadership as a levels and employees rarely commit to change until managers
top reason for unsuccessful implementation of Standard lead by example. Not only will lack of leadership support
Work and other lean techniques. damage company morale, but strategic, leadership-level
decisions won’t be made with Standard Work in mind.
Lean initiatives take commitment from company leaders to

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THE ROOT PROBLEM: LACK OF VISIBILITY and improve the processes themselves.

Leaders are unable to visualize the benefits of Standard In reality, employees do this already, often finding better
Work because it lacks transparency. A surprising 40% of ways of doing something, but fail to record the improvement
manufacturers have zero visibility into the real-time because the additional effort is not easy. The waste generated
statuses of their processes. Operators are improving quality here is significant, employee knowledge is an asset that
and process efficiency, but leaders don’t have the visibility or should be documented and leveraged across the entire
data to see how these improvements are actually impacting organization.
the bottom line.
Standards should be a reflection of the current best known
Traditional tools are spreadsheet-based, uninformative, method for completing a process. Unfortunately, when
and static. Without insight into the ongoing improvements, companies make it difficult for employees to provide feedback
leaders are in the dark. This also prevents leaders from seeing and apply improvements, standards won’t reflect the actual
the cultural and morale-boosting benefits. best known practices. As a result, the methodology has
developed a reputation for being inflexible, causing people to
forget that it’s really a tool for continuous improvement.
FEEDBACK AND IMPROVEMENT WORKFLOWS

Lean systems are designed to eliminate waste, but they are

40%
also intended to develop a culture of action and autonomy, in of manufacturers have zero
both running processes and improving them. When practiced
well, Standard Work enables employees to provide feedback
visibility into the real-time
statuses of their processes

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THE ROOT PROBLEM: “Today’s standardization is the necessary foundation on
HARD TO USE IMPROVEMENT WORKFLOWS which tomorrow’s improvement will be based. If you think of
“standardization” as the best you know today, but which is to be
Successful companies have a history of understanding improved tomorrow — you get somewhere. But if you think of
the importance of not only maintaining, but continuously standards as confining, then progress stops.”
improving standards.
- Henry Ford

Toyota starts addressing every quality defect on the line by

asking, “Was the Standard Work followed?” If the answer is
When improvement proves to be too cumbersome,
“yes,” then the problem is with the process and necessary
employees will avoid providing feedback or suggestions. As
improvements are made.
documentation of improvement fails, insights are lost and the
standards become stuck.
The Ford Motor Company, often associated with rigid
standardization with their moving assembly line, was actually
the first to successfully connect continuous improvement with
OUTDATED TOOLS
standardization.
Taiichi Ohno first developed standardized worksheets as a
Ford knew that standards can’t be seen as confining, yet it’s part of the foundation for the famous Toyota Production
easy for companies to fall into the traps of bureaucracy. Over- System (TPS) in 1951. The goal behind these traditional
complicated revision processes, change request forms, and tools was to record processes as objectively and accurately
long email chains with numerous attachments and file types as possible by tracking time required, work sequences, and
— all make improving things a pain. inventory. This was achieved through spreadsheets and

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 60 years since Standard Work
methods have been updated

process flow charts; using symbols and lines to visually THE ROOT PROBLEM:
connect information. BEING DISCONNECTED FROM PEOPLE

While effective for their time, these methods haven’t The tools developed in the 1950’s lack the advantages of
changed much in the last 60 plus years. This lack of evolution modern technology, but their primary shortcomings are
has caused companies to dismiss Standard Work as difficult that they are too broad, lacking practicality for those that
to implement. Where companies have now turned to digital rely on them.
systems to manage other aspects of their business—
inventory, quality, product lifecycle management, etc.— Information such as resource requirements, process flow
Standard Work has been left out of digital transformation analysis, and takt time, may be important details, but are
strategies. not relevant to the workers on the floor. This information
overload prevents the workforce from focusing on the part of
Furthermore, these tools are not intuitive to use. Each Standard Work that’s relevant—which is also where they will
worksheet or diagram requires background knowledge to provide the best insights for improvement.
understand and create, meaning only a select number of
trained personnel can actually follow the standards and At the end of the day, Standard Work is about people, and it
understand how to improve them. isn’t working because it’s failing to connect with the workforce
in a meaningful way.

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 STANDARD WORK FOR
THE DIGITAL AGE

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STANDARD WORK FOR THE DIGITAL AGE

Standard Work is in desperate need of an upgrade that leverages advances in technology and solves for common challenges.

The traditional framework for implementation fails to give leaders the transparency they need, provide an effitcient framework for
improvement, and connect with the workforce in a meaningful way.

In addition, connecting with digital transformation strategies will allow for a successful project and long-term gains. For companies to
effectively implement and sustain Standard Work initiatives, they need to modernize their approach by:

• Increasing transparency and real time data

• Streamlining improvement workflows

• Connecting workers to the information they need quickly

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THE DOZUKI PROCESS THE
Our system for deploying Standard Work has been developed, revised, and improved over the past decade. It leverages modern software
advancements while maintaining the core principles of the method—a simple, people-focused tool for process improvement.
PROCESS

STANDARDIZE TRAIN REINFORCE ANALYZE IMPROVE

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 T H E DOZ U KI P R OCE S S

MANAGE STANDARDS
TOOLS SHOULDN’T REQUIRE SPECIAL CERTIFICATIONS IN ORDER TO CREATE,
READ, AND UPDATE STANDARDIZED WORK INSTRUCTIONS.

AT DOZUKI, WE BELIEVE THAT STANDARDS SHOULD BE INTUITIVE TO

UNDERSTAND AND EASY TO CREATE. OUR SOFTWARE STANDARDIZES
FORMATTING AND AUTHORING, SO YOU CAN FOCUS ON QUICKLY
DOCUMENTING IMPORTANT PROCESSES.

LEVERAGING VISUALS, LIKE IMAGES AND VIDEOS, ENABLES COMPANIES

TO CAPTURE PROCESSES QUICKLY AND COMMUNICATE COMPLEX
PROCEDURES WITH EASE.

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 T H E DOZ U KI P R OCE S S

TRAIN EMPLOYEES
TRAINING EMPLOYEES TO STANDARDS ENSURES THAT STANDARDS ARE
ACTUALLY USED.

HERE, STANDARD WORK FUNCTIONS IN TANDEM WITH TRAINING AND

EMPOWERS EMPLOYEES TO MONITOR THEIR OWN DEVELOPMENT.

BY TYING TRAINING AND STANDARDS TOGETHER, COMPANIES ARE ABLE

TO IMPROVE BOTH AT THE SAME TIME—ALLOWING FOR UPDATES TO BE
CONSISTENTLY IMPLEMENTED.

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 T H E DOZ U KI P R OCE S S

REINFORCE THE STANDARD WORK

REINFORCING STANDARDS IS PERHAPS THE MOST IMPORTANT STEP FOR
IMPROVING QUALITY AND CONTINUING TO MAKE THE STANDARD WORK
RELEVANT. AS TIME PASSES, EMPLOYEES MAY DEVELOP OTHER WAYS FOR
COMPLETING A PROCESS, OFTEN FALLING BACK ON OLD HABITS.

DOZUKI MAKES IT EASY TO REINFORCE STANDARDS BY CONDUCTING

REGULAR AUDITS, ALLOWING COMPANIES TO CONFIRM THAT NEW
STANDARDS ARE BEING IMPLEMENTED WITH CONSISTENCY.

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 T H E DOZ U KI P R OCE S S

COLLECT AND ANALYZE DATA

GATHERING ESSENTIAL OPERATIONAL DATA EMPOWERS LEADERSHIP
TEAMS TO ANALYZE PERFORMANCE AND GAIN INSIGHTS THAT WERE
PREVIOUSLY LEFT ON THE FLOOR, GREATLY IMPROVING TRANSPARENCY.

THIS ESSENTIAL INFORMATION CAN ALSO BE SHARED WITH MES,

LMS, AND ERP SYSTEMS FOR FURTHER ANALYSIS. AS DATA POURS IN,
COMPANY LEADERS CAN BETTER UNDERSTAND THE BUSINESS VALUE
OF STANDARD WORK.

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 T H E DOZ U KI P R OCE S S

GATHER FEEDBACK FOR

IMPROVEMENT
WITH A CONTROLLED GUIDE FRAMEWORK, TRAINING REINFORCEMENT,
AND DATA ANALYSIS, DOZUKI IS BUILT TO HELP COMPANIES IMPLEMENT
A CULTURE OF CONTINUOUS IMPROVEMENT.

SUGGESTIONS FOR IMPROVEMENT CAN BE PROVIDED DIRECTLY WITHIN THE

CONTEXT OF THE STANDARDIZED PROCEDURES, WITH NEW CHANGES AND
VERSIONS BEING INSTANTLY DISTRIBUTED TO THE APPROPRIATE TEAMS.
THIS ALLOWS FOR COMPANIES TO MAINTAIN AN UP-TO-DATE LIBRARY OF
COMPANY KNOWLEDGE THAT CAN EASILY BE SHARED ACROSS LOCATIONS,
TEAMS, AND MORE.

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ABOUT DOZUKI

Dozuki builds software that helps companies implement a continuous

improvement culture to improve their people, their processes, and
their communication.

Our software implements visual formatting, data collection, training

courses, and automated approval processes to help companies get more
from their processes. We have helped hundreds of companies reduce the
cost of mistakes by 40%, reduce training time by 90%, and achieve and
maintain ISO 9001 compliance.

With Dozuki, standardizing and creating documentation is easy, with

built-in support for mobile, tablet, and desktop devices. Deploying new
versions is quick and allows you to engage employees the right way
every time.

Gathering operational data directly from instructions and processes gives

you access to valuable business insights. This data is visible in real-time
in interactive dashboards, allowing you to identify areas for improvement
and reduce waste.

Learn more about how Dozuki can help your business at dozuki.com

USA
(Global Headquarters) EUROPE
1880 Santa Barbara Ave, Suite 240 Tränkestr. 7
San Luis Obispo, CA 93401 70597 Stuttgart, Germany

+1 805 316 0880 +32 473 999 380

[email protected] [email protected]

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RESOURCES

“The Use of Continuous Improvement Techniques: A Survey-based Study of Current Practices.” ResearchGate, 2011.

“Visibility in Manufacturing: The 2014 Smart Manufacturing Technologies Survey.” Ubisense, 2014

Liker, Jeffrey. The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. McGraw-Hill Education, 2004.

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