We’ve all undoubtedly had the notion of respect for people drilled into our heads. Of course, it’s easy to speak about such a principle. Much harder to live it.
In any event, let me humbly add another recipient of our deserved respect.
First, a distinction, it’s not THE Process, meaning we are not talking about one single, special process that is elevated above all others. We’re talking about ANY process within our value streams.
OK, you may be thinking, why would we respect a non-person or non-entity? And how would we render such respect?
- Every process, standardized or not, should be respected at least to the extent that we must grasp what it is (admittedly difficult if it is not standardized) and the reason for its very existence. How many times have folks eliminated or changed a process without understanding what problem it was trying to solve in the first place, only to find that their rash “improvement” was counterproductive?
- Basic respect is extended to people because of their inherent human dignity. A standardized process has a certain inherent value in that it provides, if nothing else, a starting point for improvement. Think back to your last time you (improved and) standardized a previously non-standardized process. Hard work, but it established a critical foundation for the next kaizen activity. As Taiichi Ohno (and Henry Ford, previously) is credited with saying, more or less, there is no kaizen without standard work. Implicit with this concept is that the proper use of standardized processes readily reveals abnormalities, which is the feedstock for problem solving.
- Standardized processes, until improved yet again, represent the best way for the organization to do things easier, better, faster, and cheaper. Why wouldn’t we respect that?
- A standardized process represents, if established properly, the genuine PDCA and SDCA (standardize-do-check-act) efforts of a number of folks. We need to respect their hard work, courage, and creativity.
- And then there’s the slippery slope of inconsistency. If we pick and choose which processes receive respect and which are casually disregarded, the discipline and scientific thought that is so necessary for effective lean transformations goes up in smoke.
- PDCA. It’s difficult to respect what you do not understand. Good old fashioned PDCA requires the lean practitioner to grasp the situation. The plan portion of PDCA calls us to understand and compare what is happening versus what should be happening and what we know versus what we don’t know. In other words, we should not willfully further process ignorance.
- SDCA. SDCA is about ensuring, via audit, that standardized work is being adhered to and is sufficient. This assumes an organization-wide discipline to follow the standardized work and a leadership obligation to reinforce adherence and, in the event of lack of adherence, determine the reason why and the help develop and deploy an appropriate countermeasure. Sometimes lack of adherence is driven by one or more of the following: the process is insufficient, a better way has been adopted (and should be reflected in updated standardized work), insufficient training, willful disobedience, etc.
- Patience. Standardized work needs to be lived with for some measure of time before changes should be experimented with and/or instituted. I’ve witnessed folks “trying” standardized work that was SDCA’d in an identical process from another location immediately dismiss it as insufficient (compared to their organic, non-standardized work) and then desiring to change it or just plain ignore it. Here, we suggest reasoned “tasting before seasoning.”
- TWI. If we truly respect the process AND the person, we will effectively instruct the worker so that he understands the how and why of the process and we will verify that he can consistently execute the process. TWI’s job instruction program, for example, provides a time-proven approach for doing just that.
- Andon. Workers must be empowered and expected to pull the andon when they cannot maintain the process and/or the process is deemed insufficient. In turn, workers must expect lean leaders to respond to the andon pull, escalate when necessary, and ultimately facilitate problem solving.
In short, respect the process and it will respect you.