Quality :

5S

What Is the 5S System?

The 5S system is a lean manufacturing tool that improves workplace

efficiency and eliminates waste. There are five steps in the system, each
starting with the letter S:

1. Sort 2. Set In Order 3. Shine 4. Standardize 5. Sustain

By providing a systematic framework for organization and cleanliness, 5S

helps facilities avoid lost productivity from delayed work or unplanned
downtime.

The Steps of 5S
5S was created in Japan, and the original “S” terms were in Japanese, so
English translations for each of the five steps may vary. The basic ideas and
the connections between them are easy to understand, though.

Step NameJapanese term Explanation

1. Sort Seiri (tidiness) Remove unnecessary items from each area
2. Set InSeiton
Order(orderliness)Organize and identify storage for efficient use
3. ShineSeiso (cleanliness)Clean and inspect each area regularly
Incorporate 5S into standard operating
4. Standardize
Seiketsu (standardization)
procedures
Assign responsibility, track progress, and
5. Sustain
Shitsuke (discipline)
continue the cycle

These steps feed into each other, so the sequence is important.

Clearing out unnecessary materials in step 1 (Sort) will provide the space
needed to organize the important items in step 2 (Set In Order).
Then, once the work space is de-cluttered and organized, dirt and grime can
be removed in step 3 (Shine).

These changes to workers’ job duties and work environment should be

reflected in updated procedures through step 4 (Standardize).

Finally, those new procedures won’t amount to much unless responsibility is

assigned and progress is tracked — as required for step 5 (Sustain). And with
responsibility and tracking, workers will continue to apply the steps,
returning to step 1.

Step 1: Sort
The first step in the 5S process is Sort, or “seiri,” which translates to
“tidiness.” The goal of the Sort step is to eliminate clutter and clear up space
by removing things that don’t belong in the area.

Clearing the Work Area

For this step, take a close look at the items, tools, and materials in a work
area. Items that are necessary or useful for the work being done in that
space should be kept there. Everything else should be removed.

Some of those removed items will need to be thrown away or recycled. Other
items might belong to another work process or location; they should be
returned to their “homes.” However, you might find some items that you
aren’t sure about.

Red-Tagging Unknown Items

If you find an item that you can’t identify, or that has uncertain ownership,
it’s time to use a red tag. “Red-Tagging” temporarily attaches a highly-
visible tag to the item, which notes where it was found and when. Then, red-
tagged items from all work areas are collected in a single location: a “lost
and found” for tools, materials, and equipment.

If a work area is missing an important

tool, check the red tag collection area to see if it was found somewhere else.
Supervisors for each work space should check the red tag collection area
periodically, in case something has been missed. Anything that belongs in a
work space should be taken back there.

Reassigning Tagged Items

Items may wait in the red tag collection area for a long time. In that case,
the original work area (where that item came from) doesn’t seem to need it
anymore. It may be useful elsewhere, though.

In one common approach, items may be left in the red tag collection space
for thirty days. After that, any supervisor may claim the item for their own
work area. If nobody wants it after another week, the item can be removed
from the facility entirely. Sell it, recycle it, or throw it away.

If an item will definitely be needed by the company, but isn’t needed right
now, it might be best to store it for later. Before putting anything into
storage, be sure it will actually be needed again. Have a specific plan for
getting that item out of storage again, at a specific time. Don’t store things
“just in case” without good cause, and keep track of what’s been stored.

Step 2: Set In Order

The second step, Set In Order, was originally called “seiton,” which
translates to “orderliness.” A variety of names have been used in English:
“Systematic Organization,” “Straightening Out,” and “Simplify,” for example.
No matter what it’s called, the goal of this step is to organize the work area.
Each item should be easy to find, use, and return: a place for everything, and
everything in its place.

Building a 5S Map
Tools that are used frequently should be stored near the place they are used.
Spare equipment, supplies, and other tools that are used less often can be
kept in a central location, where multiple teams can share them. Items that
are typically used together (such as drills and drill bits) should be stored near
each other. Each of these decisions will make sense on its own, but it may
become difficult to keep track of everything. It may be helpful to create a 5S
map as part of this process.

A 5S map is a diagram or floor plan that provides an overview of a work area,

process, or station. It provides a visual reference to show where the tools,
supplies, workers, and travel paths are, and how they relate to each other. A
good map may also include a description of the work that happens in the
area shown.
 Depending on your facility’s needs, you
may find one approach easier than another:

 Draw up a map, and then implement it

 Physically arrange the workplace first, and then map it out
 Map as you go, testing ideas and writing down what works well

No matter which approach is used to create it, the resulting 5S map should
be kept as a training tool, used for reference in later steps of 5S, and
updated over time as the work area changes.

Communicating the Plan

Once storage locations are assigned, each storage area should be labeled.
Label the outside of cabinet doors to help workers quickly identify what’s
inside each one. Then, label any interior shelves to show where different
supplies belong. The same ideas extend to rack labels, bins, and other
storage systems.

Many facilities use a “shadow board” for tool storage, to ensure that each
tool is easy to put back in its correct storage place. With this approach, a
label matching the shape and size of the tool is placed where that tool
belongs. Workers can immediately spot where each item belongs, and know
at a glance if the item is there or not. No more time wasted looking through
drawers and bins.

Organization can extend to the floor, too. Work areas, movement lanes, and
storage for supplies and finished products can all be marked with floor
marking tape.
 Step 3: Shine
The third step of 5S is Shine, or “seiso,” which means “cleanliness.” While
the first and second steps cleared up space and arranged the area for
efficiency, this step attacks the dirt and grime that inevitably builds up
underneath the clutter, and works to keep it from coming back.

Routine Cleaning

Shine moves far beyond just pushing a broom around every now and then. It
involves regular cleaning of every part of the work area — often a daily wipe-
down, and a more thorough cleaning each week.

Importantly, the Shine step is not meant to be a job for the maintenance or
janitorial staff. Each worker should clean their own work area, and the
equipment they use. This approach has several benefits:

 Workers who are familiar with the area will quickly notice any problems that
arise
 Hazards or difficult situations will be understood and accounted for
 Items that are out of place or missing will be recognized
 Workers will tend to keep their own workspaces cleaner during normal
operations

Everyone should pay attention to the overall cleanliness of the workplace,

being willing to pick up trash and so on. But for 5S to give the best results,
each worker should take personal responsibility for their own working space.
Shine as Preventative Maintenance

Keeping work areas clean will have many advantages. One important
advantage is that it’s easy to spot leaks, cracks, or misalignments. If the
people keeping the area clean are the same people who work there
regularly, they will be quick to recognize any of these problems.

Leaving those problems unnoticed and unresolved could result in equipment

failure, safety hazards, and loss of productivity. With the constant cleaning
and inspections used in the Shine step of 5S, the system can feed into a
preventative maintenance program. This way, 5S can extend the working life
of equipment and help reduce emergency downtime.

Step 4: Standardize
The first three steps of 5S cover the basics of clearing, organizing, and
cleaning a work space; on their own, those steps will provide short-term
benefits. The fourth step is Standardize, or “seiketsu,” which simply means
standardization. By writing down what is being done, where, and by whom,
you can incorporate the new practices into normal work procedure. This
paves the way for long-term change.

The Power of Writing Things Down

It’s been said that “If it isn’t written down, it didn’t happen.” Writing down
the decisions that you make in your 5S program will help ensure that your
work doesn’t just disappear. If you made a 5S map in the Set In Order step,
that map can be part of your new standard for the area. In the same way,
 the process that you use for red-tagging items can be written down and
included in the standards.

Writing out your decisions doesn’t mean you can’t change your mind,
though. The purpose of 5S is to make your workplace better, not to make it
unchangeable. You are writing the standards for your facility, and you can
change them to fit new information or new business needs.

Tools for Standardizing

Once you’ve made decisions on how to change your work practices, those
decisions need to be communicated to workers. This communication is a key
part of the Standardize step. Common tools for this process include:

 5S checklists – Listing the individual steps of a process makes it easy for

workers to follow that process completely. It also provides a simple auditing
tool to check progress later on.
 Job cycle charts – Identify each task to be performed in a work area, and
decide on a schedule or frequency for each of those tasks. Then, assign
responsibility to a particular worker (or job duty). The resulting chart can be
posted visibly to resolve questions and promote accountability.
 Procedure labels and signs – Provide operating instructions, cleaning
steps, and preventative maintenance procedures right where that
information will be needed.

Step 5: Sustain
The fifth step of a 5S program is Sustain, or “shitsuke,” which literally means
“discipline.” The idea here is continuing commitment. It’s important to follow
through on the decisions that you’ve made — and continually return to the
earlier steps of 5S, in an ongoing cycle.
Never “Once and Done”

The 5S approach was never meant to be a one-time event, but an ongoing

cycle. This is key, because early successes in 5S can open the way for
problems. If open space becomes available in the Sort step, but afterward,
tools and materials are allowed to gradually fill in that space without any
organization, the end result can be an even bigger mess. The solution is to
apply the ideas of 5S over and over, as a routine part of normal work. That’s
why Sustain is so important.

Sustaining a 5S program can mean different things in different workplaces,

but there are some elements that are common in successful programs.

Management support – Without visible commitment from

managers, the 5S processes won’t stick around. Supervisors and
managers should be involved in auditing the 5S work processes, and
getting feedback from workers. They also need to provide the tools,
training, and time for workers to get their jobs done right.

Department tours – Bringing teams from one department to visit

other departments will help familiarize the entire workforce with the
processes of your facility. This type of “cross pollination” helps to
spread good ideas, and inspires people to come up with new ways to
improve the 5S implementation.

Updated training – As time passes, there may be changes in your

workplace, such as new equipment, new products, or new work
rules. When this happens, revise your 5S work standards to
accommodate those changes, and provide training on the new
standards.

Progress audits – The standards that are created in the 5S

program should provide specific and measurable goals. Checking on
those goals with a periodic audit can provide important information
and guidance. Where is 5S working well? Where are teams falling
behind?
 Performance evaluations – Once you know your goals are
reasonable, make performance part of each employee evaluation.
When teams and individuals perform well, celebrate it, and post
overall results so each team can see how they compare to the rest
of the facility.

Sustain Is Not the End of 5S

While it’s the last step in the sequence, Sustain is not the end of 5S as a
whole. One pass through the steps can expose problems that were hidden
beforehand. Following the steps again can resolve those problems, and help
discover new ways to improve. Continue through the cycle again and again
to keep your facility at the top of its potential.

A Sixth “S” for Safety

When it comes to lean manufacturing and workplace improvement, 5S is one
of the most widely known and used lean tools. It’s no surprise: 5S can
increase workplace efficiency, reduce costs, and improve quality. But with
many lean programs, it’s easy to focus only on those goals, and lose sight of
the human factor. Worker safety is critical. That’s why many facilities add
another step to the 5S cycle, calling the result “6S” — with Safety.

Unlike the first five steps, Safety is not a sequential step. It must be
considered during each of the other steps. During the Sort phase, for
example, you might decide that a given tool is obsolete because a newer
version is safer to use. Likewise, during the Standardize step, work
procedures need to be standardized to improve workplace safety, not just
efficiency.

Keeping workers safe isn’t just the right thing to do: there is a hefty
monetary cost for accidental workplace injuries. A study by Stanford
University found that the costs for a bone fracture can cost a company
$50,000 up front, as well as another $55,000 in indirect costs. Each incident
can lead to an OSHA inspection and citations, as well as an increase in
insurance costs.

(Source: The REAL Cost of a Workers’ Compensation Claim, Jeff Cavignac)

Choosing to implement 6S, instead of the standard 5S program, can help you
improve workplace organization and efficiency, while also making the
workplace safer.

Benefits of a 5S Program
Because 5S focuses on improving a workplace, and different workplaces may
have little in common, it can be hard to predict the exact results of using the
program. However, some benefits are almost always found:

Better time usage - Getting rid of unwanted materials and

organizing the important tools and supplies will eliminate clutter
and confusion. Workers spend less time finding and retrieving
what they need, and can be more productive instead.

Less wasted space – Eliminating unnecessary material

stockpiles and consolidating tool storage will clear up room for
more useful applications. Every square foot of floor space has a
cost, and getting the most out of that investment will maximize
your facility’s profitability.

Reduced injury rates – Organizing work areas for efficiency and

ease of use will reduce the movements needed for workers to do
their jobs. Removing clutter and routinely cleaning up spills will
eliminate trip hazards. As a result, workers will experience less
fatigue and fewer injuries.

Reduced equipment downtime – When tools and equipment

are kept clean, routinely inspected, and used in a standardized
way, preventative maintenance is much easier, and major failures
can often be prevented entirely.

Improved consistency and quality – Standardizing work

processes will reduce variations and mistakes. By eliminating
faults and failures, overall productivity can be dramatically
improved.
 Heightened employee morale – When 5S principles are used
effectively, workers see that their input is valued, and their
performance is recognized. This creates an environment where
workers can feel pride in their work, and take an interest in
improving their company.

These benefits are not just good feelings. By documenting their situations
before and after adopting 5S, many facilities have been able to show actual,
measured improvements.

For example, the University of Georgia started a lean program in 2009. Using
5S, they reduced the travel distance for processing supplies by 83%, saving
$7,000 to $10,000 in labor each year. (Source: http://www.busfin.uga.edu/)

Similarly, a hospital used 5S principles to reduce setup time in operating

rooms by 37%, and reduced the number of tools needed for some
procedures by 70%. On the financial side, the hospital realized savings of
about $2.8 million per year. (Source: Journal for Healthcare Quality.
September/October 2015. Volume 37, Issue 5)

5s System Best Practices Guide

The free 5s guide will start you on the path to efficiency.

DOWNLOAD NOW
5S in Lean Manufacturing

Lean Manufacturing is a way of thinking about productive systems with a

focus on reducing the unnecessary — that is, eliminating wasted materials,
effort, and time. This approach helps to improve overall productivity, quality,
 and profits. 5S fits naturally here, because it works toward a streamlined,
organized, and clean workplace.

Some of the other tools under the Lean Manufacturing umbrella work
particularly well in cooperation with 5S. For example:

 Kaizen – Make many small changes in the pursuit of continual improvement.

The cumulative results can be major improvements in quality, safety, and
profit. The ongoing cycle of improvement matches perfectly with the Sustain
step of 5S.
 Kanban – Use a demand-driven production chain to refocus on customer
needs and reduce unnecessary supply stocks, inventory, and work-in-
progress. Streamlining work processes in this way is essentially applying the
Sort step of 5S to the entire business, instead of just a work area.
 Total Productive Maintenance – Use preventive maintenance and
autonomous maintenance to improve productive use of all equipment.
Reducing downtime and eliminating errors will result in better productivity
and profitability. The Shine step of 5S can play a key part.

Next Steps with 5S

To see how to implement a 5S program in your facility, see our in-depth
article on getting started with 5S. You can also request our free Best Practice
Guide to the 5S System for a step-by-step approach, or as a helpful training
tool.

During the process of implementing 5S, you’ll find that visual signals can be
an important part of the system:

 Floor marking and large signs show where red-tagged items need to be
collected
 Shadow boards and labeling systems demonstrate the new storage system
for tools
 Instruction labels list the steps of a new work process for easy reference

When you need to create customized visual signals for your facility, rely on
the DuraLabel line of industrial label and sign printers, and the PathFinder
line of floor marking and safety tapes. These products are engineered to
make long-lasting custom signage and markings for a variety of industrial
needs, and they’re perfectly matched for a 5S implementation.
Change Management

Why Is Change Management

Important?
Building a change management plan helps organizations make
smoother transitions during times of change. You can mandate
changes, but if you don’t have a plan for how to implement,
monitor, and report on the success of that change, you’re setting
yourself up to fail. Regardless of the type of change you want to
make, change management gives you more control over the entire
process – a process that is typically supporting a costly
implementation plan and investment.
 The different levels of change management include the following:

1. Organizational or Transformational Change: This refers to change

management projects that are large in terms of scale and scope. These change
transformations are often dramatic, such as altering the organizational hierarchy,
launching a new product, or undergoing digital transformation.
2. Adaptive or Gradual Change: These change projects are smaller is scope, and
are smaller changes to products, processes, strategies, and workflows. Adaptive
change projects include implementing new software tools, hiring a new team
member to solve an existing challenge, or updating a work-from-home policy.
3. Individual Change Management: These change projects help an individual to
manage change to help them grow in their role and/or achieve specific goals. This
could include learning a new skill.

Not all change initiatives will fit neatly into one of the levels of
change management. In fact, it’s entirely possible for the levels to
overlap.

For example, let’s say you are modifying your organizational chart
and launching an upskilling training initiative for existing employees.
If you also implement Workday to streamline your human capital
management, your change would address all three levels.

Benefits of Change
Management
All changes, big or small, benefit from well-thought-out change
management. Change does not come naturally to people or
organizations, so without proper management, you’ll likely hit
barriers and waste time and money. Change management is the key
to successfully implementing changes that stick.

The benefits of addressing change management at an

organizational-level include:

1. Proactively combatting internal resistance to change.

2. Sets clear goals for change initiatives, allowing companies to
monitor results.
3. Creates strategies for implementing change effectively that can be
standardized and applied to various change projects across the
organization.
4. Addresses and balances multiple aspects of change, such as people,
processes, technology, etc.
5. Empowers individuals and employees to navigate the change faster,
allowing them to be more productive, faster.
6. Enables the success of change projects, allowing organizations to
find ROI on their transformation projects.

Types of Change Management

You can apply different types of change management best practices
and theories, depending on the specific change you are navigating.
Think about how you might approach each of these four types of
changes:
1. Exceptional change: Isolated events that change an individual’s experience but
don’t majorly affect multiple aspects of their life. For example, a name change
would require some HR paperwork and a new email address but wouldn’t alter the
person’s role at work.
2. Incremental change: Gradual changes that do not require major or sudden shifts,
such as upgrading existing technology.
3. Pendulum change: Sudden swings from one state to another, often switching
from one extreme to the opposing view or state. For example, moving from a 100%
in-office work environment to a 100% remote team.
4. Paradigm change: Changes that result in new beliefs or values and become
internalized as the new norm. For example, successfully shifting from synchronous
communication to a hybrid model that involves both synchronous and asynchronous
communication.

With a digital adoption platform, drive change with in-app guidance,

contextual tutorials, and on-demand support.

Top Reasons Why Change

Management Initiatives Fail
To implement change successfully, determine why the change
needs to happen in the first place. What are you trying to achieve,
and why is that goal so important? How will the change benefit your
organization, people, and processes?

Once you’ve settled on the overarching goal for your initiative, it’s
helpful to understand what factors often trip up business leaders
along their change management journey. Knowledge of the typical
missteps can better inform your change management strategy.

Set your change initiative up for success by avoiding these common

pitfalls.

1. Low level of internal buy-in

Without the support of leadership, the people most affected by the
change, and internal change agents, your initiative is dead before it
even begins. Establish change leaders early on to build internal
support.

2. Poor communication
People need to understand why change has to happen and how it
will affect them. Avoid vague announcements and mandates for
change, and focus on clear, specific change communication.

3. Lack of measurement
Your change can’t be successful if you fail to define what success
looks like. Set key performance indicators (KPIs) and metrics so you
have a starting point, crucial milestones, and your desired end
result.

4. Not people-focused
Many companies spend so much time planning the change itself
that they neglect the people who will be affected by it. Even the
most detailed change strategies can fail if they don’t focus on
guiding people through the transition.

5. Inadequate training & onboarding

Whether you are adding new tools to your tech stack or adjusting
internal processes, training is essential. Be sure to provide detailed,
ongoing employee training during and after your software
implementation process.

6. Lack of momentum
The ‘Enhanced Kotter’s 8-Step Change Model’ highlights the
importance of sustained acceleration. Organizations often make the
mistake of easing up on the change initiative too soon. It’s crucial to
keep enthusiasm high all throughout the transition so you can
continue to move toward your ultimate goals.

Learning from past mistakes provides historical references on what

not to do. Look back at a few examples of change management
failures now.

Tips to Manage Change

Effectively
Based on our experience, here are six key change management
best practices to follow to ensure an effective change transition.

1. Create a sense of urgency

Based on the ‘Enhanced Kotter’s 8-Step Change Model’, this focuses
on presenting the change as an urgent and exciting opportunity.
You must showcase to those impacted by the change that it will help
them be more productive and do their job more effectively.

2. Roll out in phases

 Breaking your initiative into phases helps you avoid overwhelming
your team with too much change all at once. Small, gradual change
is more accessible to adopt than significant changes all at once.

You should also start with an initial beta test to a small test group or
department. Once you work out any bugs in the beta phase, roll out
the change to a large group, and then to the entire company.

3. Address resistance
Explain how the change will impact specific departments and
individuals. You can avoid resistance and help your
employees adapt to change by addressing any internal hesitancies
from the beginning.

4. Use a variety of training methods

Not everyone learns in the same way, so it’s important to provide
guidance through a variety of training methods and types of
employee training formats. You should support your end-users and
employees with a mix of learning styles, including using:

 Traditional instructor-led training

 Online learning with an LMS
 Videos
 In-app guidance and on-demand support

5. Establish change leaders

Without internal buy-in, your initiative is over before it even
begins. Change leaders help motivate the entire team to push
forward with the transformation. Your change leaders should include
 a mix of employees from various departments impacted by the
change. These leaders should be well-liked across the company and
can influence opinions.

6. Ask for feedback

Listening to your team is a great way to improve your change
management process and address any concerns or resistance. This
will provide you with ways to improve future change rollouts, and
get your individual employees involved with the process.

How to Build a Change

Management Plan
A change management plan guides you and your team throughout
the transition. These six change management plan steps
(with change management templates to help you get started!)

1. Create a change proposal: This is your argument for why the change needs to
happen. Document the benefits, impact, and reason for the change.
2. Identify change leaders: These are your vocal supporters of the change, usually
senior-level management and other influential leaders. Be sure to mix a variety of
roles on this change team.
3. Create a change management communications plan: This is your plan for how
you will communicate every aspect of the change to the people affected by it.
4. Set goals and KPIs for the change: This is how you track the success (or failure)
of various aspects of your change initiative. Create a plan to analyze the change
after it goes into effect with goals and KPIs tied to business goals and outcomes.
Make these visible to everyone in the organization to evangelize the project.
5. Invest in change management tools: These are tools you need to support a new
change project. These tools many include employee training software and change
management software.
6. Create a change management training plan: This is the outline for how training
will be administered. You will need to collaborate with department leaders and the
L&D team to create personalized change training plans that are contextual to each
role.

Popular Change Management

Models
 Change management models are theories, concepts, and
methodologies that serve as guides to successful change. While
they do not provide step-by-step instructions, they do create a
framework for managing the entire transition.

Before you choose a change management model, think about what

you plan to modify. Certain models are better suited to specific
types of changes. For example, people-centric changes often benefit
from emotion-based change management models, such as
the Kübler-Ross Change Curve or the Bridges’ Transition Model.

For changes that focus more on processes and systems, models

such as the ADKAR Model or the Enhanced Kotter’s 8-Step Change
Model can be very beneficial. Both models are outcome-oriented
and provide a framework for accelerating transformations.

ADKAR’s Change Management Model

The ADKAR Model is built around five key outcomes, all around
limiting the resistance to organizational change. They are:

 Awareness
 Desire
 Knowledge
 Ability
 Reinforcement

Kotter’s 8-Step Change Model

Kotter’s 8-Step Model guides you to do the following:

1. Create a sense of urgency.

2. Build a guiding coalition.
3. Form a strategic vision and initiatives.
4. Enlist a volunteer army.
5. Enable action by removing barriers.
6. Generate short-term wins.
7. Sustain acceleration.
8. Institute change.

Jidoka :

Jidoka: A Lean Principle in

Manufacturing
Learn about what Jidoka means, its elements in lean
manufacturing with examples, and how today’s technology
can help uphold the Jidoka principle.
Published 23 May 2023

What is Jidoka?
Jidoka is a principle implemented in lean manufacturing where machines
automatically stop working upon detecting an abnormal condition and
operators try fixing the defect to prevent recurrence of the issue. The lean
jargon originates from Japanese which translates in English as
“autonomation,” a combination of the words autonomous and automation.
Literally, Jidoka means automation with a human touch, a key pillar in the
Toyota Production System (TPS) which later inspired the House of Lean. The
concept of integrating intelligence to machinery makes it easier for a single
operator to run multiple machines with minimal effort and for companies to
become more profitable as productivity increases.
A Toyota-created word, Jidoka means including the human element in
automation. | Image Source

Jidoka Meaning: History and

Development
Jidoka in lean is technically a term created by Toyota that is pronounced
exactly like the Japanese word for automation (Jidōka), but it is written
differently. Because the character for “human being” has been added to the
standard spelling, its meaning has changed. Therefore, the definition of
Jidoka can be best understood as “autonomation” meaning automation with
a human touch, or autonomous automation.
The origin of Jidoka can be traced back to Sakichi Toyoda, the founder of
Toyota which started as a textile manufacturing company. In 1896, he
developed a mechanism that could detect broken threads in a loom and
automatically stop the machine from producing faulty materials. Prior to his
invention, looms continued to make defective fabrics when a thread broke,
so workers needed to constantly keep an eye on every machine.
As a practical application of the principle of Jidoka, the weft breakage auto-
stop device incorporated into the looms shows automation with human
intelligence. It provides assets such as equipment the capability to recognize
good parts from bad autonomously, or without being closely monitored by
employees. Because of this, one operator can handle several machines,
resulting in massive productivity gains. Not only can people be freed from
being tied to machinery, but they can also be positioned to do more value-
adding work in daily business operations.
Over time, the meaning of Jidoka evolved from simply being an automatic
stop of processes in case of irregularities to multi-machine handling with
semi-automated machines. Michel Baudin in his book Working with
Machines: The Nuts and Bolts of Lean Operations with Jidoka even expands
the list of generally accepted definitions with “partial automation,” or the
automation of hazardous, burdensome, and time-consuming tasks that cause
fatigue throughout a shift or repetitive stress injuries in the course of months
or years.
However, Jidoka in Toyota means that a machine must come to a safe stop
whenever an abnormality occurs. The goal is not to continuously run
machines but to automatically stop them from running when a problem
arises. This function helps capture flaws from escaping further down the line,
prevents avoidable injuries, minimizes property damage, and empowers
teams to enact long-term solutions after examinations of the matter.

Why is Jidoka Important?

Jidoka is important because it is one of the two basic pillars of the world’s
most significantly adopted production system. Without it, the House of Lean
will fall. Putting the principle to action helps businesses ensure the
development of high-quality products because defective goods automatically
get detected throughout the manufacturing procedure. Jidoka also empowers
frontline workers with a mindset that approaches every problem they
identify as an opportunity to improve. It sustains a culture of continuous
improvement by learning from the flaws in production and applying solutions
instantly instead of wasting them through inactivity.
 Jidoka Principle: 4 Elements in
Lean Manufacturing
Essentially, there are 4 basic elements of the Jidoka principle in lean
manufacturing: detection, stoppage, response, and prevention. Having a firm
grasp of these fundamental components can provide a clearer understanding
of the principle and how it can be applied in the business practices of
modern manufacturers:
 Detecting Abnormalities: Every piece of equipment should be installed with the
ability to spot mistakes. Moreover, an alert system should be in place to signal the
discovery of any abnormality such as product defects, raw material errors, and
machine failures.
 Stopping Production: Upon abnormality detection, machines should be able to
automatically cease working in order to contain the issue. Operators should also
have the means to manually stop production just in case they notice anything
substandard.
 Taking Actions: With auto-stop mechanisms that halt production, operators should
evaluate the situation and call for assistance when necessary. Corrective
actions should be carried out within a given timeframe to decide whether to resume
production or not.
 Preventing Recurrence: When quick fixes enable production to go on, managers
should retrospectively look into the problem to enforce permanent solutions. When
the given time runs out and the issue still persists, a designated team should
conduct an investigation to address the root cause and continue production as soon
as possible.

How is Jidoka Implemented?

Jidoka requires a company-wide paradigm shift, from overlooking seemingly
small issues for the sake of meeting deadlines to taking responsibility for
ensuring quality at the source. Wherever an organization lands in that
spectrum, one thing remains certain—at the heart of Jidoka is the human.
The key to successful implementation is people working together with
machines. Generally, there are 3 simple steps to start Jidoka performance in
lean manufacturing:
1. Demonstrate Management Commitment
To set manufacturers up for success in administering a lean production
system, managers should regard Jidoka with the same level of importance as
Just-in-Time (JIT). They often miss out on growth opportunities because of
placing too much emphasis on the continuous flow of labor and materials.
However, when the management commits to also actualize Jidoka in the
context of the organization, a clear definition should be constructed and
communicated. Since it is primarily a principle, everyone in the company
should be on the same page about exactly what it means, beginning from
the top down and continuing from the ground up.
2. Conduct Readiness Assessments
With direction from leadership to transform the way the company
operates, use a Jidoka checklist to determine specific implementation needs.
Going through readiness assessments with relevant stakeholders can help
the organization understand their conditions better and prepare for changes
such as adapting to a radically new framework, documenting requirements in
detail, and establishing key elements of the Jidoka performance
improvement system, including evaluation, organizational learning, and
innovation processes, among others.
3. Execute Practical Applications
Upon recognizing and filling in implementation gaps, plan and initiate a
specific Jidoka project with a cross-functional team. One of the fastest ways
to scale it is through Andon, setting up machines or assembly lines with the
capacity to surface problems and stop production. As a visual management
system, operators can efficiently alert managers about issues so fixes can be
made at the onset. Previously, the operator just normally restarts the
machine when it stops because of a mistake. With a practical application of
Jidoka, staff members can now confidently raise safety or quality concerns
and place countermeasures that can prevent recurrence.

Jidoka Examples
One of the most famous examples of Jidoka is the Toyoda Automatic Loom
Type G, the perfected version of the 1896 loom which was eventually
patented 28 years later. Not only did the 1924 loom possess auto-stop
devices, but it also features a non-stop shuttle change motion, where
materials can be automatically supplied to the machine without reducing
speed during ongoing operation.
Another Jidoka example is the automatic stop function of modern printing
machines when papers get jammed. Printers can detect if something weird is
going on with their paper supply, stopping the printing process and notifying
the user about the error. Once the paper jam gets cleared, the print
recommences while averting damages to its quality and the printer itself.

Upholding Jidoka with Today’s

Technology
While the concept of Jidoka has been around for more than a century, its
manifestation has multiplied through the fourth industrial revolution,
or Industry 4.0. Undoubtedly, there has been a growing trend for the
automation of industrial operations through smart manufacturing
technologies. SafetyCulture (formerly iAuditor) is an operations management
platform that can help teams respond to issues faster and work better
together. Here’s how SafetyCulture can help organizations uphold the Jidoka
principle:
Kaizen

What is Continuous Improvement Kaizen?

Continuous ImprovementContinuous improvement (or Kaizen) is a way to identify
oppo... Learn More... (Kaizen) is the philosophy of a strategy that encourages
employees from all levels to work together to make incremental improvements to
manufacturing processes. It is a way to combine the talents of all employees within a
company and create an engine for improvement.
Kaizen is a method of continuous improvement that focuses on small, positive changes
that can lead to significant improvements. It is typically based on cooperation, and
commitment, and contrasts with top-down transformational approaches. Continuous
improvement is the core of lean manufacturingLean manufacturing (also known
as lean production, just-i... Learn More... and The Toyota Way. It was created in the
manufacturing industry to reduce defectsMuda ( 無 駄 , on'yomi reading) is a ... Learn
More..., eliminate wasteMuda ( 無 駄 , on'yomi reading) is a ... Learn More... and
increase productivity.
It is a broad concept with many interpretations and has been used in many industries,
including healthcare. It can be used in any industry and at any levelStatistics level A
statistics level is the value of input in... Learn More.... There are many tools and
approaches to Kaizen. Value stream mappingWhat is a Value Stream Map? Six
Sigma's Value Stream Map is ... Learn More... documents analyze and improve
information and material flows to create products or services. Total Quality
Management is a framework for managing workers to improve quality. No matter what
method you use, continuous improvement is only successful when there is support from
all levels of the organization.
Kaizen is a combination of two Japanese words which translate to “good change” and
“improvement.” Kaizen, however, has been interpreted as “continuous improvement”
because of its association with leanLEAN Definition LEAN is a production method aimed
primarily ... Learn More... principles and methodology.
Kaizen was born in post-World War II Japanese quality circles. These groups or circles of
workers were focused on preventing Toyota defects. These circles were created partly
as a response to American productivity consultants and management who visited Japan,
particularly W. Edwards Deming who believed that quality control should be more
directly in the hands of line workers. Masaaki Imai’s book Kaizen, The Key to Japan’s
Competitive Successin 1986 brought Kaizen to the West.
 The Kaizen
philosophy of continuous improvement
Kaizen: 10 Principles
Kaizen is about fostering a culture of excellence in a company. These 10 principles are
often referred to as the core of the philosophy. These are:
1. Don’t hold on to your assumptions.
2. Take the initiative to solve problems.
3. Do not accept the status quo.
4. Don’t be a perfectionist and adopt an attitude that is iterative and adaptive.
5. As you make mistakes, look for solutions.
6. Make sure everyone feels empowered to make a contribution.
7. Do not accept the obvious problem; instead, ask five times “Why” to find the root
cause.
8. Collect information and opinions from many people.
9. You can use your creativity to make small, low-cost improvements.
10. Never stop learning.
The Dual Nature of Kaizen System
Kaizen can be described as a combination of philosophy and action plan.
 Kaizen, which is an action plan, is about organizing events that focus on improving
certain areas of the company. These events are open to all employees, and a strong
emphasis is placed on the involvement of workers from the plant floor.
 Kaizen, as a philosophy, is about creating a culture in which all employees are involved
in suggesting and implementing changes to the company. It becomes a natural way for
managers and employees on the plant floor to think in lean organizations.
Kaizen is a complement to Standardized work. Continuous improvement seeks to
improve the standardized work processThere are many ways to organize your lean six
sigma processe.... Standardized Work is a collection of best practices. You will notice
the emphasis on “current”; Standardized Work is constantly evolving through Kaizen.
 Kaizen Events
The continuous improvement process is something like this.
1. Set goals and give background information if necessary.
2. Examine the situation and create a plan to improve it.
3. Implement improvements.
4. Reexamine and correct what isn’t working.
5. Report the results and identify any follow-up items.
This continuous improvement process cycle is often referred to as PDCA. (Plan, Do.
Check. and Act). PDCA is a scientific approach to improving things:
 Develop a hypothesis
 Do: Run the experiment
 Evaluate the results
 Refine your experiment, then begin a new cycle
Kaizen 5S framework
 The kaizen philosophy of continuous
improvement
The Kaizen system is incomplete without a 5SLean 5S Visual Management Training The
Lean 5S training tool... Learn More... framework. It creates a perfect physical
workplace. The 5Ses are focused on visual order, organization, and cleanliness to
increase profitability, efficiency, and safety. Below is a list of the 5Ses in Japanese and
their English translations.
 Sort (organize). Separate the essential workplace items from the unnecessary and get
rid of them.
 Set in order/Create orderliness. Arrange items so that they are easy to find in a way
that makes sense for your work.
 Cleanliness/Shine
 Seiketsu/Standardize (standardized cleaning). Systematize workplace cleanup
best practices.
 Sustain/Shitsuke (discipline). Keep going.
Continuous improvement through Kaizen Cycle
Kaizen can be applied in seven steps to creating an environment that encourages
continuous improvement. These steps are part of this systematic approach:
 Engage employees. Ask employees for their involvement, and ask them to help you
identify problems. This will encourage employees to support change. This is often done
by establishing specific groups of people who are responsible for gathering and relaying
information from a larger group of employees.
 Collect feedback from employees to identify problems and possible
solutions. If there are multiple issues, create a list.
 Find a solution. Inspire employees to come up with creative solutions. Choose one or
more winning solutions from the suggestions.
 Use the solution to test it. Have everyone involved in the rollout. To test the
solution, create pilot programs.
 Review the results. Make plans to monitor progress at various times. Develop specific
plans that will identify who will be the point of contact and how to keep workers on the
ground engaged. Find out how successful the change was.
 Positive results can be adopted throughout an organization.
 These seven steps need to be repeated regularly, with new solutions being tested as
necessary or new problems being tackled.
The Kaizen Philosophy
Kaizen is an action plan that develops the continuous improvement philosophy. Kaizen
can be applied as an action plan by employees through a continuous and sustained
program that includes Kaizen events. This will teach them to think differently about
work. Kaizen is a continuation application that creates a culture of continuous
improvement and provides tremendous long-term value.
Kaizen examples
Toyota is the most well-known company for using continuous improvement. However,
other companies have also successfully applied the method. These are just three
examples.
 Lockheed Martin. This aerospace company is a strong proponent of continuous
improvement. The company has successfully used Kaizen to reduce manufacturing
costs, inventoryMuda (無駄, on'yomi reading) is a ... Learn More..., and delivery times.
 Ford Motor Company. In 2006, Ford was in danger of going bankrupt. Mulally used
Kaizen for one of the greatest corporate turnarounds in human history.
 Pixar Animation Studios. Pixar used a continuous improvement to decrease the risk
of costly movie failures by using quality control checks, iterative processes, and
iterative procedures.

The kaizen
philosophy of continuous improvement
Kaizen’s advantages and disadvantages
It can be a great tool for organizations for many reasons. However, it’s not always the
best fit for every situation. These are some of Kaizen’s benefits and drawbacks:
Kaizen advantages
 Kaizen’s emphasis on gradual improvement can lead to a more gentle approach to
change than big efforts that might be abandoned because of their tendency to cause
resistance and pushback.
 Continuous improvement encourages the examination of processes to reduce waste and
mistakes.
 There are fewer mistakes, which means that oversight and inspectionAudits are
usually performed by an audit manager. They aim t... Learn More... requirements can
be reduced.
 It promotes a sense of value and purpose, which improves employee morale.
 Employees think beyond their departments to increase teamwork.
 Employees become more attentive to customer needs, which increases client focus.
 To encourage improvements in both the short- and long-term, systems are in place.
Kaizen disadvantages
 Closed communication cultures and companies with a culture of territorialism may need
to first focus on cultural changes in order to create an environment that is more open to
new ideas.
 Continuous improvement events that are short-term may cause a temporary burst in
excitement, but it is usually not sustainable.

What is Kaizen?
Originating from the Japanese words for change (kai) and good (zen), Kaizen
is based on the philosophical belief that all things can be improved. Whereas
the status quo would view a certain process as running just fine, Kaizen looks
at how the same process might be fine-tuned and improved over time.

And where other models strive for quick changes and instant results, slow
and steady is very much the Kaizen approach. Its changes can often be so
small, they may well be unnoticeable at first glance. But it’s these same
incremental improvements that create vast changes over time.

Since it’s more of a philosophy than a codified tool, Kaizen can be used in
many process improvement methods. In a business adhering to the concept,
 all employees are responsible for identifying gaps and inefficiencies, with
everyone - at all levels - suggesting where improvements can take place.

Principles of Kaizen

At Kaizen’s core, there’s a selection of principles designed to optimise the

mindset and attitude of everyone in a business, which are as follows:

 Let go of assumptions
 Be proactive about problem-solving
 Don’t accept the status quo
 Let go of perfectionism and make an iterative, adaptive change
 Look for solutions when you find mistakes
 Create an environment in which everyone feels empowered to contribute
 Don’t accept the obvious issue; ask “why” and get to the root cause
 Collect information and opinions from multiple people
 Use creativity to find low-cost, small improvements
 Never stop improving

What are the benefits of Kaizen?

Greater teamwork and ownership

By giving employees the freedom to suggest ideas, teams take responsibility

for their work as a group. Teamwork lies at the heart of Kaizen, creating a
work atmosphere that’s rewarding for everyone. And when problems are
solved together, the sense of team spirit increases, allowing relationships to
flourish as tasks are completed with a fresh perspective.

Improved employee engagement

As a result, employees become actively involved and engaged within the

company. A more engaged workforce means more efficient processes, lower
turnover and an environment where innovation flows into every idea. When
employees are engaged, it has a positive impact on the company’s
performance too, improving both employee and customer satisfaction.

As engagement increases, productivity also receives a boost. When

employees know their suggestions play a part in the company, it can have a
powerful effect on things as a whole.

Fewer wasted resources

By only focusing on the things that matter, inessential parts of your
business’ processes fall by the wayside. Kaizen encourages everyone to
identify problems, analyse them, find the cause and suggest alternatives.
This constant change streamlines each process and means less excess.

Increased efficiency

Trimming this business fat creates a leaner, tighter ship with much-improved
efficiency. Toyota, a well-known advocate of Kaizen, uses the philosophy to
get its employees building cars with strict precision, starting with muscle
memory training. As a result, cars roll off the production line with speed and
accuracy.

Instant troubleshooting

In a Kaizen environment, problems are met head-on. Decisions and

alternatives are suggested immediately. This proactive approach reduces
lead time and gets production and processes back on track. And what starts
as temporary solutions could just as easily become permanent changes
further down the line.

Improved safety

Because it declutters everyone’s physical and mental headspace, Kaizen

keeps the work environment safe too. By implementing ideas that serve to
clean up the areas where employees work, there’s greater control over
equipment and processes. This can help to cut down on any accident-related
 injuries that might negatively affect production such as employees taking
time off from work to handle medical emergencies.

What does the Kaizen cycle look

like?
Another of Kaizen’s beliefs is its focus on the continuous. So, when issues are
identified and solutions are created, they’re rolled out and then cycled
through to see whether they adequately address the problem.

The cycle for continuous improvement goes as follows:

Get employees involved: For Kaizen to work, it requires buy-in from your employees,
so show them how it can beneficial to the workplace culture. Look for their involvement
by asking them to identify issues. At this stage, this can either be as groups or as
individuals.

 Identify problems: After receiving feedback from your employees, create a

list of problems and start to identify any opportunities that could deal with
the issues.

 Create a solution: Encourage employees to offer creative solutions to the

issues. It’s important to stress that nothing is off the table at this point, so
make sure that every idea is welcomed. Pick the solution(s) you think best
solves the problem.

 Test the solution: Implement the solution that was chosen and ensure
everyone does their bit to roll things out.

 Analyse the results: Check how the solution is progressing at various

intervals, with plans for who will be the point of contact and how to keep
those on the ground-level engaged. Identify how successful the change has
been.

 Standardise: If the results were positive, adopt the solution throughout the
business.

 Repeat: Take a look at what else was on your list and repeat the above six
steps.

How can I put Kaizen into practice?

Whether you implement it companywide, within teams or at a personal level,
certain instances of Kaizen may need clear direction. If you’re putting it in
place to benefit a team or the company, then it will require leadership and
an understanding that company culture may shift because of the changes.
Building process and deployment flowcharts to visualise your current
processes can help with this. This way, you can detect the more wasteful
elements that don’t add any meaningful value to how processes are carried
out. Use it as a chance to reflect on how things are going and what you need
to do to make improvements going forward. It might be a difficult or touchy
subject initially, but being critical of your processes is a large part of making
the right changes.

As a small business, it’s a good idea to think small. Empower everyone on

your team by allowing their voice to be heard. They may hit upon something
big which plays a part in how things move forward.

Since Kaizen is inherently inclusive, your team may not be used to being
given this kind of opportunity. Like we said earlier, it’s not about perfection.
There’s bound to be a degree of trial and error when implementing proposed
improvements. That means if something doesn’t work out, you should stress
that blame isn’t to be pointed at anyone. Innovation doesn’t always work out
the first time, it’s about iterations and improvements – two things that
Kaizen views as crucial when it comes to change.

How is Kaizen different from Six

Sigma?
Closely linked to Kaizen is Six Sigma, another branch of the Lean approach
that has a greater focus on using statistical tools and techniques to eliminate
redundancies and ineffective practices.

And while they’re both part of the same Lean family tree, the two
approaches certainly differ. As well as foregoing the use of statistics, for the
most part, Kaizen is much less of a set process when compared to Six Sigma.
Rather, it’s more a system of beliefs that uses emotions and opinions to
solve employee issues and improve the company as a whole.

Six Sigma, on the other hand, is far more methodical and data-driven, with a
focus on specific products or services. As a result, it’s more concerned with
measurable targets and achieving standardisation. To Six Sigma, perfection
is achievable, and if not, then at the very least it strives for zero defects as
often as possible. And in the Six Sigma framework, a defect is anything that
does not meet customer expectations.

Despite their differences, as well as the common belief that you should only
use one or the other, Kaizen and Six Sigma are actually at their best when
used together. When they complement each other, this hybrid system can
reveal hitherto unknown problems with their own corresponding solutions in
very little time.

When Kaizen is in place to take care of the working culture at large,

combining it with Six Sigma’s focus on the statistical, analytical side of
business improvement, it creates the perfect environment for optimal
growth. Used in conjunction, employees managing different Six Sigma
projects can also use Kaizen to avoid making poor decisions over the course
of said projects.

When a balance between the two approaches is achieved using strict

protocols and innovative ideas, then both Kaizen and Six Sigma can work in
tandem to a high level of success. With Kaizen’s focus on incremental
change and Six Sigma’s favouring of larger breakthroughs, a company can
put itself on the path towards long-term financial gain. It’s only when either
of the two has been incorrectly executed can they become contradictory.

Leader Standard Work

What is Leader Standard Work (LSW)?

Leader Standard Work (LSW) is a set of recurrent management techniques, tools, and
skills that are standardized in the manager’s daily and weekly routines.
Leader Standard Work empowers managers of all levels to maintain systematic
practices through floor tours (Gemba), and collaboration in recurrent meetings. The
management system is based on processes and goals, rather than individual rigor
toward excellence.
It is intended to improve management performance, foster cross-team communication,
and promote an improvement culture.
While standard work is a common concept in LEANLEAN Definition LEAN is a production
method aimed primarily ... Learn More..., it is quite different from standard work for
operators. Standard work for managers and team leaders includes up-and-down
accountability. This is assessed daily, or multiple times per day with visual controls. It is
crucial to have a daily evaluation. This not only ensures that work is done correctly but
also holds everyone accountable for meeting the standard. The leader’s standard work
focuses on activities at the workplace (Gemba), with the rest of his time supporting
incremental improvements.
Are leaders making sure that their direct reports standardize their work with the
leader’s standard work? Or are they only standardizing their own leadership tasks?
Two-fold standardization is required for Leader Standard Work (LSW) leaders: They need
to standardize their work tasks and ensure that those reporting to them follow
standardized work processes. It is not about leaving the team with a checklist of tasks
to complete, but it is about ensuring that they are confirming the standard of their
reporting. It’s about setting a standard for them and showing them how to live up to
it. Leader Standard Work (LSW)is structured coaching.
To empower your employees with proactive management, download the Leader
standard work how-to guide
Why is Leader Standard Work important?
A standardized processThere are many ways to organize your lean six sigma
processe..., especially one that is visible to all stakeholders, can be a way to ‘pin down’
and ensure everyone agrees to it. It provides a platform for teams to review and
improve the process. It is hard to improve a process if every team member or shift does
it differently. Leaders who want to empower their team to solve their own problems or
improve their processes must first establish a standard.

Standardizing leadership tasks

It is not possible to standardize all leadership tasks, particularly those that are ad-hoc or
strategic. The need to standardize work practices is less important for those who are
more senior. There is still some work that can be standardized, even at the top. Leader
Standard Work (LSW) does not just focus on standardizing leadership tasks. Leaders
should be focused on the results and processes that led to them achieving these
goals. Leaders can shift their focus from managing crisis situations to coaching others
by examining the processes. Leaders can shift their leadership mindset away from
issuing orders, directing, and solving team problems to one that empowers and coaches
teams to solve their own problems. This will allow them to spend more time on strategic
issues.
Shifting the mindset
Leaders must understand that the actions and words they speak have a profound
impact on an organization’s culture. Leaders should have a mindset and behavior that
supports practice and improvement. Leaders should consider both the results and the
leadership methods used to achieve them. Leaders should also reward and recognize
their direct reports for their performance and practices.
An effective way to encourage leaders to adopt Leader Standard Work (LSW) is to
conduct organizational surveys. Leaders will be able to give feedback on their
leadership style and encourage them to act.
Be a humble Leader
Standardized work can be applied to all levels of an organization. How much of the work
of a leader can be standardized and what types of tasks and processes are possible to
be standardized?
LSW’s core function is to ensure that all levels of the organization follow standard
procedures and processes. Because this is the closest point to customer value,
standardization must start at the operator levelStatistics level A statistics level is the
value of input in... Learn More... and work its way up to the executive
level. Standardized, structured work should account for around 95% of all work
performed at the operator level. As one climbs up the corporate ladder, the percentage
of time spent on standard tasks decreases.
Leader Standard Work (LSW) for team leaders
The tasks of a team leader should be standardized and shared by all leaders at the
same level or in the same role. These tasks could include handovers of shifts, problem-
solving methods, and administrative tasks. Routine, scheduled activities could be used
to ensure that shop floor operators follow their work procedures.
Leader Standard Work (LSW) for middle managers
There are still parts of work that can be shared between leaders at the same level.
These include meetings, problem-solving, and reporting, as well as administrative
tasks. Routine and structured activities for middle management LSW are used to ensure
that supervisors and team leaders follow the same procedures. This could be done by
conducting on-site or remote Gemba walks and documenting the team leaders’
reviews. While team leaders and supervisors are the primary focus of middle
management, coaching should still take place at the shop floor level.
Leader Standard Work (LSW) for leadership
There is quite a bit of standardization even at the site leadership level. The activities
that are shared between these leaders should also be standardized, such as meetings,
problem-solving methodology, reporting, and administrative tasks. Routine, organized
activities are necessary to ensure that middle managers follow their procedures and do
the same work. This can be done by direct observation and review of standard
documentation. Although site leaders are primarily focused on middle managers, there
should still be coaching at all levels.
Leader Standard Work (LSW) for C Level
Executive leaders need to have a consistent process for goal setting and strategy
development. They should also include routine-frequency Gemba walk at all sites they
are responsible for. While their primary focus should be on-site leaders, coaching should
also take place at all levels.
Leader Standard Work (LSW) should be used as a collaborative effort by the work owner
with their immediate superior. They should come to an agreement about the tasks the
work owner should do daily, weekly, and monthly. Also, a period. This establishes a
minimum standard.
Without standards being established in the actual work, leaders cannot verify them. By
starting from the bottom, the process will be guided by the standards that support the
business’ priorities.
Visual tools like charts, digital or physical boards, document trails, and scorecards,
should be used to clearly show standardized work. These visual tools should be visible
near the place where work is being done or in general meeting areas. High visibility
helps everyone stay focused on their goals.
How to Standardize the Work of Leaders?
What are the daily tasks and management methods of your managers? Do your
supervisors conduct recurrent meetings and inspections? Are they responsible for daily
checks between team leaders and directors?
 Standardize your management practices
Standardizing management practices can help an organization establish control and
supervise activities, escalate problems, and improve communication between levels and
teams. It formalizes the process by which managers are to detect and correct problems.
Audits and recurrent inspections
 Standard Operating AuditAudits are usually performed by an audit manager. They aim
t... Learn More...
 5SLean 5S Visual Management Training The Lean 5S training tool... Learn
More... AuditAudits are usually performed by an audit manager. They aim t... Learn
More...
 Quality InspectionAudits are usually performed by an audit manager. They aim
t... Learn More...
 Inspection of safety and health
Daily Checks (Proactive Gemba Walks)
 Supervisor Gemba Walk
 5S, and Performance Gemba Walk
 Validation objective
 Team leader Gemba Walks
Training and procedures
 Preventive maintenance
 Onboarding employees
 Training methods
 Operational procedures, Setup
 Evaluation of employees
 Best practices
 Tiered-meetings structure
 Direction Committee
 Improvement meeting
 One-on-one meetings
 Daily production meeting
 Shift, Action Follow-up
Visual Management
 Monitoring KPI dashboards
Set daily, weekly, and monthly routines
Managers’ recurring management practices are determined by their daily, weekly, and
monthly routines. These include recurring inspections (audits), floor rounds, daily
meetings, and recurring inspections. Top managers can monitor these management
rituals.
Managers and team leaders are equipped with the right tools
Traditional tools like email, SMS, Excel, paper-based inspection, and whiteboards can
make it difficult to maintain management standards. The administrative burden and the
transcription of information can make it difficult to adopt strong management practices
over time. A digital daily administration system improves the adherence of supervisors
to the organization’s management processes. Kruger Products, for example, has gone
digital to manage its daily operations.
Encourage the best management behavior
To improve everyone’s performance, global manufacturing leaders have standardized
management behaviors. These tools and management procedures promote the best
possible management behavior for supervisors and team leaders. The 1-to-1 meeting
provides an opportunity to discuss objectives and the performance of frontline
managers.
Set goals and performance indicators
Managers will find it easier to track the goals they have set for their departments using
key performance indicators. Manufacturers often standardize the monitoring of
performance indicators in their daily routines. Setting objectives promotes ownership
and accountability for management roles.
The benefits of Leader Standard Work (LSW)
Leader Standard Work (LSW) allows companies to standardize their management
systems and empower managers to promote proactive control. This increases
ownership once objectives have been met. Some benefits of Leader Standard Work
(LSW):
 Facilitate employee onboarding
 Take control of your operations and solve problems faster
 Assure a safe workplace.
 Standardize the management performance of teams and departments.
 Help frontline operators and workers
 Participate everyone in continuous improvementContinuous improvement (or Kaizen)
is a way to identify oppo... Learn More... to ensure a bottom-up approach
 How to Standardize The
Frontline Leaders’ Work?
What are your frontline managers’ daily tasks, management tools and
standard behaviours? For example, do your supervisors perform
recurrent meetings, inspections, and daily checks from team leaders to
directors?

1. Standardize your management practices

An organization can standardize management practices to establish daily
control, supervise activities, escalate issues and ensure better
communication between teams and hierarchical levels. It also formalizes how
managers detect problems and follow up on corrective actions.

Daily checks (Proactive Gemba Walks)

 Objective validation
 Team leader Gemba Walk
 Supervisor Gemba Walk
 Direction Gemba Walk
 5S, EHS, Performance Gemba Walk

Audits and recurrent inspections

 Quality inspection
 HACCP, ISO, SQF Audit
 Health & safety inspection
 Equipment inspection
 Standard Operating Audit
 5S Audit

Visual management

 Monitoring KPI dashboards

 Monitoring the management performance of supervisors
 5S System

Tiered-meetings structure

 Daily production meeting

 Shift Handover, Action follow-up
 Direction Committee, EHS Committee
 Improvement meeting
 1:1 meeting

Procedures and training

 Troubleshooting
 Operational procedures, Setup (SMED)
 Employee evaluation
 Best practices
 Preventive maintenance
 Employee onboarding
 Training procedures

2. Equip team leaders and directors with

management tools
It might be challenging to sustain management standards with traditional
tools such as SMS, email, paper-based inspection, whiteboards, post-its, and
Excel. Over time, the administrative workload and transcription of
information harsh the adoption of strong management practices. In contrast,
using a digital daily management system increases supervisors’ adherence
to the organization’s management processes. For example, Kruger Products
has gone digital to manage daily operations.

3. Establish daily, weekly and monthly

routines
The daily, weekly and monthly routines set the managers’ recurrent
management practices, such as recurring inspections, audits, floor rounds,
daily meetings, etc. Top managers can also monitor the level of adherence
to these management rituals.

4. Establish objectives and performance

indicators
It is easier for managers to monitor the objectives they have for their
departments with key performance indicators. Manufacturers usually
standardize monitoring performance indicators within the manager’s daily
routine. Establishing objectives also helps promote ownership and
accountability to the management roles.

5. Promote the best management

behaviours
Global manufacturing leaders standardize the management behaviours to
step up everyone’s performance. The tools and management routines
promote the best management behaviours for team leaders and supervisors.
For example, the recurrent 1:1 meetings allow discussion about objectives
and frontline managers’ performance. In addition, with regular coaching on
the floor, supervisors and managers get more efficient, proactive and
accountable.
 Operator and Leader Standard
Work
Manufacturing leaders usually involve frontline employees in the
improvement culture and the standardization of the work. For example,
companies standardize the operator’s work with procedures (SOPs),
instructions, schedule, operator rounds, 5S at workstation and performance
targets. At some point, the operators’ daily work is more standardized than
the managers’ work is.

What about managers, support groups and directors? A manager

without a management standard and daily routine improvises more
to support his team and might undermine his employees’ standards.
Both employee and leader standards matter.

Standardization at all management levels helps with operational excellence

and continuous improvement from employees to direction:

 Operators: Schedule, work instructions and SOPs, proactive validation from

supervisors, 5S at the workstation.
 Team leaders and supervisors: Inspections, Gemba Walk structure, daily meetings,
supervision routine.
 Support groups: Problem-solving process, escalation of issues and corrective actions.
 Managers and directors: Standardization of departments, direction committees.
 VP: Strategic alignment, corporate objectives, standardization of sites.

What are the benefits of

standardizing a manager’s daily
work?
Rather than putting out fires, manufacturing companies standardize their
management system and equip managers to promote proactive control
which increases a sense of ownership when objectives are completed. A
Leader Standard Work also helps to:

 Standardize the management performance between teams and departments.

 Support frontline workers and operators
 Involve everyone to continuous improvement for a bottom-up approach
 Accelerate onboarding and support employee training
 Gain control on operations and accelerate problem-solving
 Maintain a safer workplace and quality standards.
Right First Time

What is First Time Right and

How to Improve It
First time right (FTR) involves making sure that all procedures on the shop
floor are performed correctly the first time and every time. Basically,
manufacturers can implement this concept to prevent product deficiencies
and ensure high-quality goods to increase customer satisfaction.

FTR originates from Six Sigma, a process that incorporates statistics and
data analysis to decrease production errors. The two approaches go hand-in-
hand to boost product cycle times while reducing manufacturing flaws.
It’s important for manufacturers to evaluate existing inefficiencies on the
production floor and make any necessary improvements to progress their
FTR score.

Explore this article to learn how to enhance your first time right score and
stay ahead of the curve:

 First time right defined

 How to improve your FTR score
 Takeaways of implementing FTR and how we can help

First time right defined

First time right in manufacturing is a valuable way to determine and assess
any mistakes in the design and procedure stage of product development.

It boils down to this formula: FTR = (number of usable products divided by

the total number of products) x 100. Once you’ve calculated your score, you
can set a target to exceed it.

Measuring your FTR score alone, however, won’t make a difference if it’s not
part of an ongoing strategy. Manufacturers need to take steps to
continuously improve their processes on a daily basis.

Read on to get a better idea of what steps a manufacturer should take to

improve first time right throughout their production model.
How to improve your FTR score
In order to reap the benefits of FTR, it’s crucial to implement DMAIC, which
stands for define, measure, analyze, improve, and control. This concept is a
data-driven quality strategy for enhancing processes.

It’s a great way to identify and eliminate the root cause of an issue while
making sure that product improvements are sustained on a continual basis.

Below are five steps businesses can take to improve their score over time
while keeping DMAIC in mind.

Step 1: Define what’s wrong with the process

Once you’ve established your baseline FTR score, you’ll have a better idea of
what’s wrong with your production process.

For instance, a plant’s score may show that it’s creating too many products
with deficiencies. Think about ways you can improve your procedures to
decrease the number of defects.

Step 2: Measure defective product impact

Measuring the impact of your defective products can illustrate how it’s
affecting worker efficiency and productivity on the shop floor.

This measurement shows that it may be costing the plant X number of hours
of rework time and Y number of wasted goods. In return, the number of
product imperfections you have can contribute to the number of dollars lost.

Step 3: Analyze the cause of the issue

It’s important to consider why product deficiencies are occurring. Is

equipment malfunctioning? Are cheap materials to blame? Are your
operators following outdated procedures, or are there areas where training
can be improved? Ask yourself these questions to analyze the root cause of
the issue.

Step 4: Improve flawed processes

Sometimes you discover that a procedure needs to be updated. If you can

improve defective procedures, you can implement long-lasting change.

For example, if your FTR score is low due to human error, review your
procedural documentation. You may need to introduce visual work
instructions or provide better training opportunities for workers to help close
the knowledge gap.

Step 5: Implement quality control

Once you’ve established ways to improve your production processes, it’s

time to monitor and support the implementation of those procedures.

For example, are operators fully equipped with what they need to carry out
processes? Are there ways to deepen their understanding to yield better
product output?

This QC step focuses on continuously checking in with your staff and

evaluating their progress to decrease any deficiencies on the shop floor.
Takeaways of implementing First Time
Right and how we can help
Achieving a high product yield score will significantly depend on how well
you implement the five steps outlined above.

In a nutshell, it’s vital to do the following to increase your score:

 Monitor and analyze in real-time how well workers are executing

production processes.
 Create and share digital standard operating procedures (SOPs) with your
frontline workers.
 Engage employees with continuous training and resources to produce
sustainable improvement.
Augmentir offers solutions to help increase your first time right score.
Our connected worker solution will help you digitize and transform how you
create SOPs and monitor frontline operations to eliminate product
shortcomings and improve quality. Learn more about our quality use cases.

Standardized Work
Setting up standardized work
and Lean manufacturing
Reading time: about 9 min

Posted by: Lucid Content Team

In an episode of the TV show “Superstore,” a new employee

was told to stock some shelves. A while later, a manager
watches as the employee walks a few feet to a cart, grabs
one item, and then walks back to place it on the shelf. The
employee doesn’t take it too well when the manager
suggests that it might be easier and more efficient to move
the cart next to the shelves.

Similar situations often happen in the workplace. Especially if

the company does not offer training or does not create
policies or procedures to guide new employees.

This is where the Lean manufacturing principle known as

standardized work comes in. Let’s discuss what the
standardized work principle is, plus how documenting the
procedures and ensuring that your employees are sufficiently
trained will help your operations run smoothly and efficiently.

What is standardized work?

In Lean manufacturing, standardized work (also called
standard work) refers to the process of analyzing and finding
the current best practices for performing tasks and
processes. These best practices are then documented with
detailed steps that define who does the task, what is needed
to complete the task, when the task needs to be done, and
how to do the task. Sometimes the standardized work
instructions might also include details about why the task
needs to be performed as documented.
You may ask yourself how this is different from a standard
operating procedure (SOP). The answer is in the details. An
SOP usually has fewer details than standardized work
instructions. For example, a pre-flight SOP might be the
safety instructions flight attendants present before takeoff.
They don’t all present them in the same way, but they all
present the same information.

SOP
flowchart example (Click on image to modify online)

Standardized work processes are generally more detailed.

The step-by-step instructions include details on how to do
specific tasks. Describing how things need to be done is
important when the process needs to be completed exactly
the same way each time to ensure consistent quality and
output.

Standardized work and Kaizen methodology

But after you have defined and documented standard work

processes and steps, don’t think that you are done.
Standardized work includes the documented details of the
currently known best practices for doing work. There is
always room for improvement. This is why standardized work
is considered the foundation of the Kaizen methodology.
Kaizen is a Japanese word that means “good change” or
“change for the better.” As a business concept, it means to
look for ways to continuously improve the way you do your
work.

The goals of standardized work and Kaizen are to increase

productivity and efficiency and to reduce waste. You can do
this by making frequent, small improvements to current
processes. After the current best practice is identified,
documented, and shared through training, you have a
baseline for standard work. Use Kaizen to monitor and
evaluate the process. Make small adjustments as needed to
create the next current best practice. and make adjustments
that will become the next currently known best practice.

Elements of standardized work

Standardized work requires the following three elements:

Takt time

Takt time comes from the German word “taktzeit.” It means

clock time or pulse time. In Lean manufacturing, takt time
refers to the amount of time you need to create your
products so you can keep up with demand. The formula is as
follows:

Available production time per day ÷ customer demand per

day = takt time

For example, say your employees are scheduled to work an

eight hour shift (or 480 minutes). If they have two 15-minute
breaks and a 30-minute lunch, the available production time
goes from 480 minutes to 420 minutes. If there is a 15-
minute briefing before the shift starts and another 15
minutes at the end of the shift for cleanup and general
maintenance, the available production time ends up being
390 minutes.
 If customer demand is 60 units per day, the takt time says
you need to create a unit every 6.5 minutes.

390 minutes ÷ 60 units = 6.5 takt time for each unit

Work sequence

This term refers to the order in which each step in the

process must be completed within the takt time.
In-process inventory

This term refers to the amount of materials you need on hand

at any given time during the production time. You need to
have the right amount for your operators to be able to
complete the steps in the work sequence within the specified
takt time.

Having too little inventory or too much inventory both lead to

waste. When there is not enough material, the work
sequence is disrupted, and there is downtime until you come
up with additional materials. Too much inventory can lead to
overproduction and unsold/unused products.

Benefits of Lean manufacturing

standard work
People are often resistant to change. It makes them
uncomfortable and forces them to think differently. But
standardized work and Kaizen can make change a little easier
for everybody because it encourages collaboration and allows
everybody to share their ideas for improving the process.

The benefits of using standard work and Kaizen include:

 Consistent, high-quality output: Because everybody is

completing work the same way, there is no variation in the
output. When the output is identical, it’s easier to predict
costs, required inventory, takt time, work sequences, and so
 on. Plus, customers will be more satisfied with the consistent
quality of your products.

 Increased efficiency: All workers are completing tasks based

on the currently known best practices, meaning that the work
flows smoothly and efficiently.

 Reduced waste: Following specific steps reduces or

eliminates defects that can cause products to be discarded or
heavily discounted.

 Safer work environment: Because your employees are well-

trained and following standardized work processes,
everybody is where they are supposed to be and doing what
they are supposed to be doing. This reduces risks and
potential injuries.

 Easier time making improvements: When standard work has

been in place for a while, it becomes easier for those involved
to see where improvements can be made. Little changes are
easier to implement because employees have a better
understanding of the process and can quickly see how the
change can make the work flow better.

 Faster problem-solving: Does standard work eliminate

problems? No. But when problems come along, it’s easier to
fix them because you understand the process and can quickly
pinpoint where things went wrong.

 Focus on processes and not people: When your employees

are following standardized work exactly as documented,
problems and errors are more likely caused by mechanical or
process malfunction. Employees know it is not their fault
when something breaks.

Where to start with standardized

work processes
Ready to jump in and implement standardized work
processes? We’ve put together a few steps to get you
started.

Step 1: Analyze current operations

Observe how the work is currently being performed. Gather

data such as how many people it takes to produce one unit,
how long it takes to produce one unit, which steps are
dependent on other steps, and so on.

Perform an as-is process analysis and create a visual process

diagram that documents the current workflow. When you
understand the current workflow, it’s easier to see where
things can be improved.

Business
process flow template (Click on image to modify online)

Step 2: Get input when looking for best practices

Many employees have their own way of doing things, which

leads to variations in the final output. Many of them may
have stumbled across a better and more efficient workflow
without even realizing it. Why not let them share their
knowledge and experience as you work toward
standardization? Give them access to your flowcharts and
other visual documents so they can comment and make
suggestions.

Collaborating with the operators and listening to their ideas

encourages buy-in to proposed changes. It allows them to
take ownership of the job and gives them better insight into
what needs to be done to get high-quality products out the
door.

Step 3: Find the current best practice

As your employees make suggestions and share their

knowledge and experience, you should be able to find
common practices that they all perform. These common
practices can be the basis for defining the current best
practice. Look for ways to combine tasks to make the process
more efficient.

Create a value stream map to visualize and analyze the steps

that employees currently take for each task in the production
process. This visual can help you to identify and eliminate the
steps that slow down the process or are simply not needed.

Value
stream mapping example (Click on image to modify online)

Step 4: Document everything

When you have identified and defined the current best-known
practice, document it. The documentation is key to ensuring
that everybody follows the exact same procedure.

There are several different ways to document your

standardized work—but we suggest that you use visuals to
document processes. People learn faster and retain
knowledge longer with visual documentation.

Step 5: Provide training

After the processes have been documented, it is important to

train everybody on how to follow them. Visual documentation
posted at workstations, on walls, or on monitors combined
with comprehensive training helps everybody to remember
what they need to do.

Step 6: Rinse and repeat

Remember that standardized work refers to the documented

currently known best practices. It is not static. You got this
far, but the job is not done. It is a living document that allows
for updates.

Observe people as they work and follow up frequently to

ensure that everybody is adhering to the standardized work
process. Ask for input from employees to troubleshoot
problems and find more efficient ways to get the job done
right. Perform a root-cause analysis to figure out solutions to
problems that come up.

Implementing standardized work doesn’t happen overnight.

It’s a lot of work to gather data, analyze, figure out the best
practices, and document it all. But, once you have done it,
the next time is much easier. And the benefits of faster
production, higher-quality products, happier employees, and
increased customer satisfaction are well worth it.
Statistical Process Control

SPC Charts: Overview, When to Use Them and How to Create Them

What is Statistical Process Control?

The term "statistical process control" (SPC) refers to the application of

statistical methods for process or production method control.

It is a quick strategy to support ongoing improvement. When regularly

monitored and regulated, managers can ensure a process that operates at
its best potential and produce consistent, high-quality manufacturing.

Why Use Statistical Process Control?

The application of SPC principles and continuous improvement go hand in

hand. SPC, or statistical process control, is a method that's frequently used
to find production-line flaws and guarantee that the finished product falls
within accepted quality limits.
 As its name implies, it largely relies on statistical approaches to provide you
with a comprehensive picture of the present state of your production
facilities. Yet, when used correctly, it can be a very effective tool for
increasing output and minimizing different types of waste.

Statistical Process Control Benefits

A product's performance consistency according to its design parameters is

measured through statistical process control or SPC. Some of the advantages
manufacturers can experience include the following.

 Less Warranty, Rework, and Scrap Claims

 Greater Productivity

 Better Use of Resources

 Improved Operational Effectiveness

 Fewer Manual Inspections

 Increased Customer Satisfaction

 Reduced Costs

 Detailed Analyses and Reporting

SPC Tools

SPC tools help track process behavior, identify problems with internal
systems, and resolve production-related issues. There are 14 SPC tools
employed: 7 quality control tools and 7 supplementary tools.
What are SPC Charts?

A statistical process control system (SPC) is a method of controlling a

production process or method utilizing statistical techniques. Monitoring
process behavior, identifying problems in internal systems, and finding
solutions to production problems can all be accomplished using SPC tools
and procedures.

An SPC chart is used to study the changes in the process over time. All the
data generated from the process are plotted in time order. The three main
components of an SPC chart are - a central line (CL) for the average, a lower
control line (LCL) for the lower control unit, and an upper control line (UCL)
for the upper control unit.

Fig: Sample SPC Chart (Source)

SPC charts were initially developed by Dr. Walter A. Shewhart of Bell

Laboratories in the 1920s. This is why they are also known as Shewhart
charts. However, they were made popular by Dr. W. Edwards Deming when
he introduced the concept to the Japanese industry after World War II.
Nowadays, SPC charts have been incorporated by organizations around the
world as one of the primary tools to monitor and improve the control of a
process.

What are Control Limits?

Control limits are the standard deviations located above and below the
center line of an SPC chart. If the data points are within the control limits, it
indicates that the process is in control (common cause variation). If there are
data points outside of these control units, it indicates that a process is out of
control (special cause variation).

It is best to plot the data points manually in the early stages of making an
SPC chart. Once the formulas and meaning is understood, you can use
statistical software to update them. There are a number of tests that are
used to detect an “out of control” variation. Some of the most popular ones
are Nelson tests and Western Electric tests.

How to Implement SPC Charts?

SPC charts require organization commitment across functional boundaries.

Here is a step by step process on how you can construct an effective SPC
chart:

Step 1: Determine an Appropriate Measurement Method

The first step is to decide what type of data to collect - variable or attribute.
It is highly advisable to use variable data wherever possible as it provides a
higher quality of information. Once you decide what type of data to collect,
you can then choose the appropriate control chart for your data.
 Step 2: Determine the Time Period for Collecting and Plotting Data

Because SPC charts measure the changes in data over time, it is necessary
that you maintain a frequency and time period to collect and plot the data.
For example, making an SPC chart every day or every other week can help
you see whether your process is reliable and improving constantly or
whether you will be able to meet quality standards in time.

Step 3: Establish Control Units

The next step in creating an SPC chart is to establish the control units. Here
is how you can calculate the control units:

 Estimate the standard deviation (σ) of the sample data

 To calculate UCL,

UCL = average + 3 x σ

 To calculate LCL,

LCL = average - 3 x σ

Step 4: Plot Data Points and Identify Out-Of-Control Data Points

After establishing control limits, the next step is to plot the data points on
the SPC chart. Once you’ve plotted the data points, you can start to see
patterns in them. Recognizing these patterns is the key to finding the root
cause of special causes. Some of these patterns depend on certain “zones”.
Fig: Sample SPC chart with zones (Source)

Here are the eight rules used to identify an out-of-control condition.

RuleRule Name Pattern

Beyond Limits One or more points beyond the control limits

Zone A 2 out of 3 consecutive points in Zone A or beyond

Zone B 4 out of 5 consecutive points in Zone B or beyond

7 or more consecutive points on one side of the av

Zone C
Zone C or beyond)

Trend 7 consecutive points trending up or trending down

 Mixture 8 consecutive points with no points in Zone C

Stratification 15 consecutive points in Zone C

Over-control 14 consecutive points alternating up and down

Step 5: Correct Out-Of-Control Data Points

Whenever you find any data points lying outside the control limits, mark it on
the chart and investigate the cause. Also, document what was investigated,
the cause that led to it being out of control and the necessary steps taken to
control it. You can use a corrective action matrix to identify responsibilities
and set target dates to track the actions taken.

Step 6: Calculate Cp and Cpk

The next step is to calculate Cp (capability) and Cpk (performance) to

determine whether the process is able to meet specifications.

Cp is calculated as

And Cpk is calculated as

 where,

 X = process average

 LSL = Lower Specification Limit

 USL = Upper Specification Limit

 σest = Process Standard Deviation

Step 7: Monitor The Process

The last step is to continually monitor the process and keep updating the
SPC chart. Regular monitoring of a process can provide proactive responses
rather than a reactive response when it may be too late or costly.

Uses of SPC Charts

SPC charts are used for continuous improvement of a process using a

number of techniques. There are a number of ways SPC charts can help
business analysts, but the most important ones are as follows:

 Find and correct problems as soon as they occur

 Predict the expected outcomes of a process

 Determine whether a process is in a stable condition

 Provide information on which areas to prioritize on to improve the process

The 7 Quality Control (7-QC) Tools

Cause and Effect Graphs

Since their creation by Kaoru Ishikawa created in 1943, they are also known
as Ishikawa diagrams. However, because of their resemblance to a fishbone,
they are also known as fishbone diagrams.

The graphic illustrates the connections between several factors of the impact
under consideration. Brainstorming is organized using this tool. Many
reasons for every issue can be found using cause-and-effect diagrams.

Histograms

A histogram is a visual representation of how the outputs of a product or

process vary. Histograms aid in process analysis and demonstrate the
capabilities of a process. They display frequency distributions and have the
appearance of bar charts. For numbered data, they are perfect.

Pareto Graphs

Pareto charts are used to visually display categories of issues so they can be
correctly prioritized. A Pareto chart shows the percentage of the overall
problem that each minor problem contributes to, indicating which issue
should be addressed first.

Pareto charts are especially helpful in gauging the frequency of issues. They
demonstrate the Pareto principle of 80/20, which states that focusing on 20
percent of the processes will solve 80 percent of the problems.

Probability Plots

The probability plot is a graph of the total relative frequencies of the data,
shown on a standard probability scale. If the data is normal, it will create a
fairly straight line.
A probability plot helps analyze data for normalcy, but it is especially helpful
in assessing the capability of a process when the data are not normally
distributed.

Control Charts

These statistical process tools are the most well-known and the oldest.
Control charts use graphics to explain how a process's variability changes
over time. They can reveal irregularities and irrational variations when used
to track the operation.

Scatter Diagrams

Scatter diagrams help locate potential cause-and-effect connections. They

can demonstrate the link between two variables and how strongly they are
related. However, it cannot show causation between variables.

Check List

A checklist is a systematically prepared form for data collection and analysis.

It is a general-purpose data collection and analysis tool that may be used for
various tasks.

The 7 Supplemental Tools

Data Stratification

Stratification is the process of classifying information, people, and things into

separate categories or levels. It is a method used in conjunction with
other data analysis tools. This tool makes it easier to identify patterns in data
and is ideal for storing data from several sources.

Defect Maps
These maps show and track a product's problems, concentrating on its
physical locations. The maps show each flaw in detail.

Event Logs

These are standard recordings that capture significant hardware and

software events.

Process Flowcharts

Process flowcharts visually represent the different steps of a process,

presented in the order they occur.

Progress Centers

Progress centers are centralized sites that let organizations monitor progress
and gather data when choices need to be made.

Randomization

This tool or process randomly allocates manufacturing units to a treatment

group.

Sample Size Determination

This tool refers to selecting how many individuals or events to include to

produce a statistical analysis.

History of Statistical Process Control (SPC)

Quality control has been present for a long time. The statistical method is
among the most effective instruments in the statistical quality process.
Walter A. Shewhart created SPC at Bell Laboratories in 1920.

After that, H.F. Dodge and H.G. Romig, two other Bell Labs statisticians, led
initiatives to apply statistical theory to sampling inspection. Most of the
current philosophy of statistical quality and control is based on the work of
these three pioneers.

SQC Vs SPC

SPC and SQC both contribute to offering efficient output and ideal outcomes
by facilitating smooth operations. They both support the overall success of
operations, yet their respective duties are distinct.

SQC (Statistical Quality Control) refers to using statistical and analytical

methods to track the results of a process. On the other hand, SPC (Statistical
Process Control) uses the same instruments to regulate process inputs.

While both SPC and SQC have a place in a facility, choosing the appropriate
parameters to monitor at the appropriate times is crucial. The distinction is
in the use of strategy.

Here’s What You Should Do Next

SPC charts are one of the starting points for any Lean Six Sigma project. As
such, it is important to understand these statistical control charts well to
keep a process under control. If you are interested to learn more, you can
start off with Simplilearn’s Certified Lean Six Sigma Green Belt online
program. This course integrates lean and the DMAIC methodology with case
studies to provide you the skills required for an organization's growth.
FAQs

1: What is an example of statistical control?

Statistical control is applied to any process wherein conforming with product

specifications is required, and the output can be measured. An example of
statistical process control is its application in manufacturing lines.

2: What is statistical control in statistics?

Statistical process control, abbreviated as SPC, is the usage of statistical

approaches to regulate a process/ production method. SPC tools help
monitor process behavior, find issues in internal systems, and discover
solutions for production problems.

3: What are the three basics of statistical process control?

The three essential components of a statistical process control chart include

a central line (CL) for the average, an upper control line (UCL) for the upper
control unit and a lower control line (LCL) for the lower control unit.

4: What are SPC charts?

SPC or Statistical Process Control charts are simple graphical tools that assist
process performance monitoring. These line graphs show a measure in
chronological order, with the time/ observation number on the horizontal (x)
axis and the measure on the vertical (y) axis.
Team Development

The 5 Stages of Team Development

TL;DR: Remote marketing teams have become more common, but

unlike “traditional” teams that work in the same physical space,
team leaders have the added responsibility of being more proactive
and strategic about how they manage their teams. Understanding
the five stages of team development enables you to get teams
started, resolve conflicts more smoothly, share information
effectively, achieve top results, and then review outcomes to keep
finding ways to improve.

It’s one thing to assemble a group of high-performing remote

marketers and another to get them to work together as a cohesive
whole — especially when they’re all behind computer screens in
different time zones. When your marketing team is remote, you can
hire the most talented people regardless of where they’re located
geographically. But you have to find a way to make sure team
members are aligned and on the same page. All teams develop
according to some natural patterns and using that knowledge, you
can offer some guidance to build the kind of team that
communicates well and finds better ways to collaborate and achieve
the goals you’ve established. Here’s what you need to know.

Team development stages

 The 5 stages of team development
 Forming — Getting projects started
 Storming — It’s inevitable, there’s going to be conflict
 Norming — Finding the rhythm
 Performing — High-performance is the name of the game
 Adjourning — Success! You made it
As a way to improve teamwork and help companies become more
efficient, researcher Bruce Wayne Tuckman published “Tuckman’s
Stages” in 1965. It talked about the four stages of development all
teams move through over time: forming, storming, norming, and
performing.
In 1977, Tuckman and doctoral student Mary Ann Jensen added a
fifth stage called adjourning to make it the “five stages of team
development.”

Here’s how each stage works:

 Forming: This is where team members first meet. It’s important for
team leaders to facilitate the introductions and highlight each
person’s skills and background. Team members are also given
project details and the opportunity to organize their responsibilities.
 Storming: At this stage, team members openly share ideas and use
this as an opportunity to stand out and be accepted by their peers.
Team leaders help teams in this stage by having a plan in place to
manage competition among team members, make communication
easier, and make sure projects stay on track.
 Norming: By now, teams have figured out how to work together.
There’s no more internal competition, and responsibilities and goals
are clear. Each person works more efficiently because he or she has
learned how to share their ideas and listen to feedback while
working toward a common goal.
 Performing: There’s a high level of cohesion and trust between
team members. Teams are functioning at peak efficiency with less
oversight from team leaders. Issues still come up, but at this point,
teams have strategies for resolving problems without compromising
timelines and progress.
 Adjourning: Teams complete their project and debrief on what
went well and what could be improved for future projects.
 Afterwards, team members move on to new projects. Now let’s look
at how to use this model to amplify the strengths within your remote
marketing team so that projects are successful and completed on
time.

1. Forming — Getting projects started

Marketing is a collaborative task that requires different people with
different expertise. There’s also a ton of background context in
marketing—previous campaigns, style guides, brand guides, and
more. Making sure your new hires have quick access to everything
they need to get up to speed is essential to success with a remote
marketing team. That’s why a company like Buffer, a social media
management tool, makes information easily available for team
members no matter where they work. They experimented with a lot
of tools to find the right fit for them, but now they have exactly what
they need. Carefully planning each phase of a project helps team
members understand their role within the team and what’s
expected of them. For example, when you start a new project, your
lists of tasks could include the following:
 A team intro meeting. Let’s say your team is working on a project
to make it easier for users to navigate your product. You’ll need a
copywriter for your content, an analyst to track and interpret the
data you collect, a designer for website and app updates, and
possibly a product manager. Have an all-hands meeting to introduce
all of these players, including remote team members (virtually), so
everyone knows where to go for answers. Make sure you schedule
the meeting at a time that’s as close to business hours as possible
in each time zone. You don’t want one member to have to wake up
at 3 a.m. in order to be included. This is also a good time to clarify
which times zones everyone works in so people don’t have to wait
an entire day for an answer to important questions.
 A skill-set review. It’s one thing for each team member to have a
role. It’s quite another for team members to understand what
specific responsibilities each person has and how that fits into the
larger picture. Full knowledge of the skills that everyone brings to
the table, like development, web design, marketing, or product
knowledge. This background will help the team solve problems
faster and get the right information to the correct person on the first
try.
 A project and outcomes overview: People need to know what’s
expected and how they fit into the big picture. Explain what’s
expected at intermediate deadlines, such as when you need to
 capture and analyze new user data, when to run A/B website
testing, or when to do a soft launch to test updates.
 A project timeline: Finally, let team members know how much
time they have to work on the project, and make this timeline
accessible to everyone. Break the project into smaller parts and
assign timelines to each one. For example, the research stage might
take a week or two, while updates to the interface take a month. Be
clear on what needs to be accomplished at each checkpoint.

How to Create a Project Schedule

Project scheduling is a critical and crucial part of project

management and planning. It’s the yellow-brick-road that, when
followed, will lead you to the gleaming project closure right on time.
Learn more

What team leaders can do to help

During your first project team meeting, start by explaining
specifically what each person will be working on. Next, explain the
project so everyone is clear on their contribution and expected
outcomes. If the goal of the project is to increase customer
acquisition, you can explain that month-over-month growth has
stalled and your strategy to solve this is to:
 Find out what’s caused growth to plateau
 Come up with a plan to fix the problem
 Put the plan into action
At this point, explain how each team member is expected to help.
For example, let the designers know that the user interface will be
reviewed to see whether there’s an opportunity to make
improvements.
Finally, share the project roadmap so the team can see the starting
point, the proposed check-in points, and the end goal. This gives
them insight into the bigger goal but also breaks down the timeline
into smaller increments.

Tools to use
Choose a project management software that lets you plan the entire
project and assign deadlines and responsibilities so everyone can
see what tasks need to be accomplished. A cloud-based project
management tool like Teamwork.com provides those options with
granular permissions for privacy, and it allows all team members to
attach files or other collateral so materials are available in one
place.
To accommodate your remote teams and to make sure your first
project team meeting is productive, use a video conferencing
platform like Zoom. This way team members can meet from
anywhere and share their screen so that everyone can see the
project details simultaneously. Record and store the meeting in
Teamwork.com so that team members can revisit it at any time if
they need a reminder of the discussion.

2. Storming — It’s inevitable, there’s going

to be conflict
Disagreements are unavoidable on teams, especially when each
person on the team has a different perspective on how to approach
the issues the team encounters. When you all work in the same
location, it can be easier to hash out problems quickly. On a remote
team, you need to be more thoughtful about the tools and the
processes that you use to identify and deal with disagreements.
If you’re updating your product’s interface and team members don’t
agree on the best way to design it, they have to revisit what isn’t
working with the current interface and discuss different ways to
resolve the problem. Any insights should be shared in a public forum
so everyone in the company can learn.
What team leaders can do to help
Instead of letting team members battle it out in private messages
select the best solution, be ready to invite them into a chat room to
offer advice or ask some key questions. Very few team members will
have your perspective on the entire project (or the full scope of your
team’s segment of the project), so don’t be afraid to jump in. When
you do find a good solution or process to help resolve difficult
situations, make sure you document those immediately. The team
can consult this record when future problems arise and make
adaptations as needed. Your teams will soon learn that conflict is
not to be feared, and that they have the tools to find a productive
compromise.

Tools to use
Use a collaboration tool like Teamwork Spaces to organize and store
your documentation. You’ll be able to access all of your important
documents in one location so your team won’t waste time searching
for important materials. Looking for some inspiration on how to use
it? Here are 6 ways Teamwork Spaces can power your marketing
team.

Get started with Teamwork Spaces

Start working together beautifully. See how Teamwork Spaces
can help your team with our 30-day free trial.
Get Started

3. Norming — Finding the rhythm

When teams work in the same space, it’s easy to see what
everyone’s doing. Designers are talking to product managers to get
direction, or product managers meet with analysts to talk about user
data and reports. You can physically see and hear progress being
made. It’s different for remote marketing teams because you can’t
see what people are working on. To remedy this problem, put
processes in place that make it easy for designers, for example, to
see how content is developing so that they can anticipate when
they’ll be able to complete their updates.
What team leaders can do to help
With remote teams, it’s easy to run on assumptions until you’re
almost up against a deadline — and then you discover that you
didn’t get the outcome you needed. Help your team check in with
each other by holding daily stand-up meetings or mid-week progress
reports to see if everyone is on track and has the materials they
need.
It’s easy for everyone — including you — to get in a tunnel and
focus on their own lists of tasks. Make sure everyone steps back
each day or week to take a look at the larger picture.

Tools to use
Technology makes daily updates really simple. You can use
Teamwork Chat to share information, or you can hold weekly 1:1
meetings with each team member on Zoom, then store the meeting
notes in Confluence. In Teamwork.com, you can generate instant
progress reports that you can share with the entire team and/or
stakeholders. Many teams find that this easy status update helps
each team member become independently accountable for their
time management, too. They can see what’s coming or what
changes are happening in real time and adjust accordingly.

4. Performing — High-performance is the

name of the game.
Patty McCord, former chief talent officer at Netflix, explains high-
performing teams this way:
“The constants are that high-performing teams have incredible
focus and a really shared sense of what their metrics are—meaning
not only what they are trying to achieve, but also what success and
quality look like. That clarity around vision, success, metrics, and
quality allows them to do amazing work.”
This is the sweet spot, but it doesn’t come easily. In the performing
stage, teams are in sync and work more efficiently together than at
any previous stage. Teams that have been working closely for some
time have resolved enough issues to understand what success looks
like for them. For example, success can be anything from higher
customer acquisition to a positive shift in the metrics they’re
tracking.
 To get to this point, consistency is key. If you’ve asked team
members to update progress documents weekly, check to make
sure it’s being done. Set reminders for yourself to check in with
team members, or send calendar events so that making updates is
always top of mind and getting done. The main goal here is to keep
the momentum going so that the project wraps up on time.

What team leaders can do to help

Keep reminding the team to check in with each other regularly in
person or via instant chat, but stay out of their way. They will waste
time and lose their focus if they have to answer frequent,
unscheduled questions about what they’re working on. Encourage
team members to develop a schedule filled with large blocks of time
that are free from interruptions like meetings or check-ins. In this
world of constant notifications, it’s easy for people to get derailed
and forget which goals are really important. This is especially
important for creative and development teams.

Tools to use
For your team to work collaboratively with few interruptions, they
need tools that operate intuitively and will save them time. Find
tools that don’t require hours of training and automate basic
functions to get the job done. For example, if the project includes
updating social media, sending email marketing campaigns, or even
creating lead magnets, a tool like HubSpot is great for this level
of marketing automation. Before committing to a tool, give your
team some time to work with it and test it out to make sure it fits
their needs. Lots of tools offer free trials, so use that time to
experiment and check its compatibility with other products you use.
By starting with a free trial, you have the freedom to learn as much
as possible about the product before committing to it.

5. Adjourning — Success! You made it

This is the time for your team to finally step back to see what
they’ve accomplished. Two things happen at this point:
 Teams review the last few weeks or months to celebrate their
successes.
 Teams take an honest look at what didn’t go well and pinpoint
where there’s room for improvement.
 At the end of the project, set up an online meeting where team
members come together to discuss the entire project, from the
successes to the frustrations. Ask them to prepare examples
beforehand outlining what worked and what didn’t, and then give
each person five minutes to share their thoughts. Document the
comments so that it’s easy to see which trends emerge and what
changes need to be made going forward.

What team leaders can do to help

When looking back to find opportunities for improvement, set up a
brainstorming session with your team. Get your team members to
prep ideas to share at the meeting. For example, ask team members
these types of questions to uncover the good and the bad in each
project:
 What would you change about the team and project introduction
process?
 What additional documentation do we need for issue resolution?
 What kind of support can team leaders offer?
 What tasks took the most time?
 If you were to do a similar project again, what team members would
you add or remove as
 a way to improve the team’s efficiency and expertise?
 Which tools worked best? Which hindered progress?

Troubleshooting Guides

5 Steps To Create Interactive Troubleshooting Guides For Customer Service

Given the rising customer service automation, customers are getting

accustomed to receiving instant responses and expect the same service
across every channel they use. However, not every customer service issue is
 the same, with some being critical technical glitches requiring strong
troubleshooting skills.

This makes it crucial for contact center managers to ensure agents are
equipped with appropriate troubleshooting guides for customer service to
deliver consistently high-quality customer experiences.

Table of contents
 What is a troubleshooting guide?

 Benefits of customer service troubleshooting guides

o 1. Reduces customer churn

o 2. Bolsters support team efficiency

o 3. Increases customer satisfaction

o 4. Reduces operational costs

 How to create interactive troubleshooting guides for customer service?

o 1. Identify the problem

o 2. Add relevant questions and user responses

o 3. Embed articles and guidance tips for accurate resolutions

o 4. Include visual support for efficient troubleshooting

o 5. Give final touches and disseminate across self-service channels

 Conclusion

What is a troubleshooting guide?

A troubleshooting guide for customer service is a set of step-by-step guided
instructions to assist agents in successfully troubleshooting the customer’s
problem.

Even the most experienced agents cannot always remember every piece of
information in the right order of steps, and a minor mistake can alter
customers’ trust.
 To this end, a troubleshooting guide helps support agents drill down
the customer issue and deliver mistake-proof solutions in compliance with
the company’s standard operating procedures(SOPs).

Benefits of customer service troubleshooting

guides
A customer service troubleshooting guide has far-reaching impacts on
call center performance. Below is a list of overarching benefits of
troubleshooting guides at contact centers.

1. Reduces customer churn

 Customers resist waiting and hold times, a common turn-off with phone
support. However, they turn to agents for assistance when they cannot fix
issues independently. 52% of consumers say a low-quality phone experience
with an agent would leave them with a negative impression of the brand.
Therefore, quality customer service at this juncture is the most critical.
 A customer service troubleshooting guide retains customers’ trust. It
reduces customer churn by equipping agents with the right direction to
approach customers’ problems and provide reliable solutions quickly with
minimal customer effort.

2. Bolsters support team efficiency

 A troubleshooting guide is documentation of the best practices and
procedures to approach specific customer issues. It holds experts’
experience and the factual fiber designed to empower agents to deal with
complex contact center scenarios.
 As a ready reckoner, troubleshooting guides for customer service assist
agents in reducing average handle time(AHT), providing solutions at the first
go, and meeting their workflow targets. New agents can hone their problem-
solving skills with troubleshooting guides and get up to speed with work,
resulting in increased call center agent productivity.

3. Increases customer satisfaction

 An interactive troubleshooting guide helps agents with the right questions to
ask customers and eliminates the need for customers to share lengthy
explanations.
 This reduces the time to resolution and fast-tracks the troubleshooting
process. Troubleshooting guides powered by AI further equip agents with
contextual customer information to customize experiences, resulting in
higher customer engagement and satisfaction.

4. Reduces operational costs

 Every second on-call costs money to contact centers. A troubleshooting
guide for customer support ensures that agents have all the resources to
deliver customer experiences with the right mix of speed and quality that
new-age customers expect.
 Besides empowering agents, troubleshooting guides can also be leveraged
to create a customer service knowledge base that empowers customers to
help themselves with guided instructions. This results in increased
operational efficiency while reducing contact center costs.

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How to create interactive troubleshooting

guides for customer service?
To thrive in a fast-paced customer service world, the customer help desk
needs the backing of robust and interactive troubleshooting guides to
empower agents to deliver top-notch customer service. The foundation of
a customer service troubleshooting guide rests on the right
organization of knowledge and its availability at the right time to engage
meaningfully with customers.

To this end, knowledge management software can help organizations create,

organize, manage and disseminate troubleshooting guides from a unified
dashboard.

Creating troubleshooting guides from scratch may seem arduous, requiring

exclusive technical strengths. However, Knowledge Management
platforms like Knowmax offer no-code DIY (do it yourself) capabilities to
enable any authorized platform user to learn from navigation guides and
conveniently create troubleshooting guides on their own.

Below are 4 steps to make interactive troubleshooting guides with

knowledge management.

1. Identify the problem

 It’s an everyday affair for service reps to find customers who cannot explain
their pain points clearly. Therefore, troubleshooting guides for customer
service should enable agents to reach the root cause of the problem and
diagnose it correctly.
 Creating a repository of customer problems is the way to make subject
matter for troubleshooting guides. Customer journey mapping can help with
insights into the most common issues encountered by customers while
 marking the problems into specific categories lays the foundation for
accessible troubleshooting guides.

2. Add relevant questions and user responses

 Once the core problem has been identified, it is time for agents to ask
customers the right set of questions that lead directly to the resolution.
 Breaking the problem down can help with the right questions to be added to
a troubleshooting guide. In the instance of dysfunctional internet service
as the core issue, the relevant subset of questions could lead to the type of
network services the customer has, the validity of the internet plan, and if
the settings are correct. Multiple questions like these can be created for
issue resolution.
 Possible user responses can be added to lead agents to the next best action
step with each question. Knowledge management platform like Knowmax
enables users to create DIY troubleshooting guides in the form
of troubleshooting trees that can be linked with multiple Application
Programming Interface(APIs) to auto-traverse customer information from
backend servers. This enables agents to ask the most relevant questions to
customers for faster and more efficient resolutions.

3. Embed articles and guidance tips for accurate

resolutions
 A troubleshooting guide for customer support consists of multiple steps, and
the need for additional information can arrive at any time during the
troubleshooting process. Traveling back and forth to different platforms for
information can disrupt the troubleshooting flow and impact the customer
experience.
 It is critical to attach additional help articles, guidance steps, or warning tips
to the appropriate steps in a customer service troubleshooting guide. This
 provides a single source of truth to agents, saving their time looking for
information and reducing the time to resolutions.

4. Include visual support for efficient troubleshooting

 Guiding service reps through support pictures helps them to arrive at
solutions faster while reducing the chances of agent error. A comprehensive
troubleshooting guide with visual aids can bolster support team efficiency
and increase customer satisfaction with better service.
 With the Knowmax Knowledge management platform, relevant screenshots
can be uploaded or extracted from the standalone visual guides module on
the KM platform.

5. Give final touches and disseminate across self-

service channels
 82% of consumers are now more comfortable using digital channels such as
self-service and messaging via mobile. Giving customers the option to
troubleshoot issues independently can significantly increase retention and
satisfaction scores.
 Before publishing a troubleshooting guide, it is essential to give it the final
touches by assigning appropriate categories and keywords and checking the
content preview for different devices. With an omnichannel KM platform like
Knowmax, troubleshooting guides for customer service can be disseminated
to multiple departments and channels to ensure consistent experiences and
enable customer self-service.
Conclusion
Identifying the right problem at the right time is critical to the customer
service world. A customer service troubleshooting guide created with
a robust Knowledge Management strategy empowers agents with problem-
solving abilities and a unified dashboard for all relevant information needed
to deliver consistently high-quality customer experiences.
Socio-technical Systems

The importance of
sociotechnical systems
Reading time: about 10 min

Posted by: Lucid Content Team

Let’s think about Twitter and Facebook for a moment. (You

know, the platforms that you probably opened as soon as you
woke up to browse news headlines and see pictures of your
cousin’s new kitten.)

Are they social media companies? Are they social media

websites? Are they complex software running in the cloud on
hardware, groups of people creating and maintaining
software, or groups of users who are members of social
media platforms?

In some sense, Twitter and Facebook are actually all the

above. It’s hard to isolate these two platforms from the
communities that make them possible or from the technology
that powers them.

The increase of organizations that rely on both technology

and human interaction has given way to more holistic
approaches grounded in sociotechnical systems theory. Take
the increasingly vital role customer experience (CX) now
 plays—the end customer really is part of a sociotechnical
system when we understand it properly. After all, without
customers, most businesses don’t last very long.

Appreciating how these systems function together helps you

visualize the big picture behind your technological
ecosystem.

What is a sociotechnical systems

approach?
Inside a sociotechnical system (STS), you’ll find people,
software, hardware, the organization, and any number of
other systems functioning together as a whole.
Understanding how a sociotechnical system works takes a lot
more than just looking at the information systems, human
resources, or organizational theory by itself.

Let’s use email providers as examples of STSs. Consider how

Gmail, Hotmail, Outlook, and other email systems could be
described and analyzed. Each of these systems is distinct,
but they also interact with other systems in an STS to form a
functional email program:

 Development team and the organization: Developers, in

creating and maintaining email software, must interact with
technology systems as well as other human systems.
 Hardware: Used along with software by developers and
ultimately by end-users.
 Software: Uses hardware and is created by and maintained
by developers and other teams within the company. End-
users of the software also interact with it.
 Users: Interacting with and influencing the other systems
through their behaviors as customers and consumers, users
are another critical part of an email STS.
When you elevate the entire sociotechnical system over
managing your business in disparate parts, it’s easier to grow
and respond to change. Sociotechnical systems are an
effective way to bring technology and people together while
managing risks and improving the human experience of
today’s technologies.

The sociotechnical theory

Essentially, sociotechnical systems theory sees the holistic,

interconnected contribution of technology and the human
systems that operate and interact with it. As people and tech
function together, they form a system, one that adds
complexity and is more than the “sum of its parts.”

The principles of sociotechnical

systems
The sociotechnical theory is highly interested in fixing some
of the most significant problems that traditional organization
structures encounter. In response to increasingly complex
business environments, many organizations became so
complex themselves that this added complexity started
interfering with productivity and effectiveness.

Early on in the history of sociotechnical systems, the

technical nature of these systems was initially emphasized
more, leading to frequent labor disputes. Companies soon
realized that the social side of sociotechnical systems makes
a significant contribution to their success. After all, without a
happy and highly skilled workforce, an organization isn’t
much more than its technology.

By designing and managing your organization to operate with

adaptable, socially savvy principles, your business is
preparing to work more effectively through uncertainty and
change.
 These sociotechnical principles were developed to respond to
and manage complexity:

 Adaptability and system resilience: Sociotechnical systems

prioritize adaptability. The organizational structure favored
by sociotechnical theory is one that’s highly adaptable to
change and flexible even in managing uncertainty.
 Responsible autonomy: Instead of placing responsibility
solely with the individual contributor, sociotechnical theory
focuses on the group or team level. Small, closely operating
groups of team members who share responsibility and are
able to collaborate together benefit from fewer silos and are
often able to communicate more effectively.
 Whole tasks for entire lifecycles: Instead of moving one
project through multiple teams throughout the project
lifecycle, sociotechnical systems allow a single team to
shepherd the project from start to finish. The group is able to
be more flexible about resolving the task. Projects don’t
become “someone else’s problem” but are champion-led by a
team empowered with decision-making responsibilities.
 Meaningful tasks: Because teams have ownership of tasks
and start-to-finish responsibilities, these tasks retain their
meaning and provide closure for everyone involved.

Sociotechnical system layers

Multiple layers making up the STS stack. These layers may
themselves be distinct systems, but they function as part of
the whole STS and influence and impact both other layers
and systems outside of the STS.

When equipment fails, for instance, that’s the equipment

layer causing downtime that potentially has an adverse
impact on the entire organization and therefore the entire
STS. Redundancy and resilience are built into the STS to try
and mitigate the risk. In fact, the design of the STS
anticipates change and incorporates strong risk management
best practices.
 These layers are often part of an STS:

 Organizational layer: Strategy, management, and internal

regulations and processes
 Social layer: The broader culture, regulatory environment,
and laws outside of the organization as well as the people
who are end-users and customers
 Business process layer: Business activity-supported
processes that define how technology is used internally and
how the business operates
 Equipment layer: Hardware the business relies upon for
development and operations
 Operating system layer: Systems that bring hardware and
other software together
 Data management and communications layer: Layer that
bridges the operating system and the application so
information can be used and managed appropriately
 Application layer: Software that customers or end-users see
and interact with. It provides the user interface and is often
the most visible layer of the STS

Typically, each of these layers is present inside of an STS, but

layer composition and the degree of importance associated
with each one can vary depending on the organization and
industry.

For a social media platform, the application layer may be a

customer’s primary interaction within the STS. A bank, in
contrast, may also have physical branches, landing
somewhere between the equipment and business process
layers in terms of functionality but often used alongside the
application layer to receive banking services.

Popular examples of
sociotechnical systems
 Since sociotechnical systems bring communities of humans
together with technology, some of the most well-known
examples of STSs are large technology companies and
platforms. Social media companies such as Facebook,
Twitter, and LinkedIn are examples as well as other
technology companies such as Apple and Microsoft.

Companies that aren’t traditionally part of the tech sector

could count as sociotechnical systems, though. Technically
speaking, a bank, a chemical manufacturer, or a government
might be considered to be STSs given the extent to which
they rely on various technologies and complex internal
systems.

Benefits of sociotechnical systems

Bringing together the benefits of managing technical and
social systems, sociotechnical systems may provide you with
the best of both worlds. STSs recognize the complexity
created by having humans work with technology, reducing
your risk of missing complexity or taking a system layer for
granted.

STSs have multiple benefits for organizations:

 Easy management of sophisticated human

challenges: Communities and individuals add complexity to
STSs, but the system’s ability to manage human relationships
allows organizations to respond more effectively. If, for
instance, an STS is presented with public relations problems,
the company’s Agile structure and connection to the outside
community can help the organization respond.

 Self-regulation and error detection: With a flat hierarchy and

responsive structure, teams inside an STS can quickly
recognize problems and deploy resources to resolve them.

 Trust and responsibility: Since groups are autonomous, they

can take responsibility for fixing problems and can supervise
 the process from start to finish. By design, teams are trusted
to do their work effectively.

Typical obstacles with

sociotechnical systems
Since STSs use a distinct organizational structure and operate
with unique risks and opportunities, there are several
potential problems that sociotechnical systems are
vulnerable to:

 Limited systems understanding and blind spots: A poor

understanding of how different layers interact may increase
your organization’s risk of accidents, result in a less effective
response to environmental changes, or other issues. The
effectiveness of an STS relies on your ability to interpret how
the layers impact each other and prevent silos from emerging
that could separate teams and reduce their effectiveness.

 Wrong or inaccurate information: Good information is

essential for business decision-making inside an STS. If the
information is not precise enough to be helpful or contains
inaccuracies, teams within the system are at risk of acting
incorrectly based on the information they have.

 Human-machine challenges: Given that the technical systems

rely on human systems working with them as operators and
users, errors can show up without an easily discovered cause
or origin.

 Complexity that outgrows organizational design: Some

technologies and new systems created through STSs can
themselves become too big or complex for their companies
to manage. In such a situation, the organizational structure
may need to adapt and change somewhat in response.

 Less control: Managers don’t always have direct control over

every aspect of a sociotechnical system. For example, a
company can’t necessarily control how customers respond to
 a new rebranding or how an evolving regulatory environment
will directly impact the long-term viability of their brand.

For these obstacles, STSs can be prepared even if they can’t

always solve the entire problem. When people work with
technology, a certain degree of error is nearly impossible to
prevent. Fortunately, your response to these risks can help
your company navigate challenges more effectively.

How to address sociotechnical system challenges

Planning, communication, and ongoing improvement can

help STSs. Consider how these general approaches can
strengthen your organization:

 See each layer as a unique strength: Although it may be

tempting sometimes for you to dread how complex your STS
is with all of its different systems, each of these systems
presents unique strengths you can use to improve the health
of your business. By themselves, individual systems may be
myopic in their focus. Ensure your products stay relevant, for
instance, by looping in the societal layer and getting
feedback from customers.

 Focus on reliability: Whenever signs of errors pop up, make

sure your teams have the right resources. Empower your
teams so they know their own reliability in their own domains
and can act whenever a problem arises.

 Have good information: Keeping your organization’s data

reliable and accessible may prevent blind spots. When you
know you can trust your information, your teams can be
empowered with greater autonomy to use that information.
For instance, you should be well-informed about the state of
your technology systems.

 Embrace continuous improvement: STSs aren’t perfect, but

they can improve every day if teams and the organization at
large are committed to becoming more effective.
Awareness of how STSs function together and how your
organization’s layers impact your business objectives can
help you proactively address challenges in your
environment.

Sociotechnical systems,
technology, and society
Sociotechnical systems allow people to work with technology
in ways that benefit society and advance organizational
goals. Taking a broader perspective of technology and
incorporating a human element can help us build more
effective companies and improve the customer experience.

Swimlane Map

What is a swim lane diagram?

Swim lane diagrams are flowcharts that show a process from start to finish. These
diagrams also show who is responsible for each step in the process.
Much like a swimming pool with established lanes for each swimmer, a swim lane
diagram has horizontal or vertical lanes belonging to each person involved in the
process. Process steps are shown using standard flowchart symbols.

Instead of only documenting the steps in the process, this diagram style allows people
to see their responsibilities within an organization efficiently. It also helps people
understand how their role fits with the system’s other moving parts. That means
responsibility can be handed off from one party to the next more effectively.

Swim lane diagram symbols

Swim lane diagram symbols are similar to those you use in a flowchart. They include:

Image Name Description

Start/End Indicates the process’s start or end points.

Process 1 Indicates a process, action, or operation.

Process 2 Indicates an automatic process that triggers another

Process 3 Indicates a setup to a subsequent step in a process.

Conditional Indicates a question.

Indicates that the user must manually input inform

Manual Operation
system.

Display Indicates that information must be displayed.

 Indicates that information should be entered in or
Input/Output
out of the flow.

Document Indicates a document or report that is involved in th

Multiple Documents
Indicates that there are multiple documents involve

Start Loop Indicates the beginning of a loop.

 End Loop Indicates the point at which the loop ends.

Examples of when to use a swim lane

diagram

To help you to understand when to use a swim lane diagram, we have included some
examples:

Modeling a sales workflow

Swim lane diagrams are an excellent tool for modeling a sales workflow. For instance, a
corporation can model standard sales workflow processes by showing the internal
process of handling a lead.

A lead typically begins as the responsibility of the marketing department, where it is

nurtured and marketing-qualified. Then, it is handed off to a sales representative. Once
the deal closes, the lead – who is now a customer – is handed off to customer services.
From there, it may intermittently move to the marketer's lane for surveys and feedback.
Eventually, it will circle back to the sales representative for a contract renewal or
product upsell.

By showing this process through a swim lane diagram, marketers know that qualifying
the lead isn't the end of their interactions with the customer. Sales reps also can clearly
see that renewals are their responsibility. Even better, they know they can turn to
marketing for information regarding the customer's experiences and the likelihood of
upselling.

Onboarding new employees

Swim lane diagrams can provide human resources staff members with a detailed
breakdown of employee responsibilities to help them with onboarding. For example,
some of the key responsibilities of a software engineer can be separated into different
categories including: development, maintenance, analysis, innovation, and planning.
These categories can then be broken down further into more specific tasks.

Internal auditing workflows

Swim lane diagrams can help clarify who must be involved in each stage of the audit
process. The audit process is divided into multiple stages. Examples include planning,
document review, fieldwork, follow-up, reporting, and issue tracking.

Each stage of the process requires extensive communication between multiple parties,
including the auditor, the IT department, the senior management team, and the other
stakeholders involved.

Accounts payable processes

Accounts payable processes break down into several steps, including receiving the
invoice, reviewing the invoice, approving the invoice, and paying vendors. Depending
on the organization's size, the complexity of each stage can vary. Given the amount of
paperwork involved, keeping payments and processes organized can be challenging.

Swim lane diagrams can provide a clear overview of the stages in the process and
make it clear who is responsible. This reduces the chances of late payments and makes
it easier to assess the company's financial health.

Benefits of swim lane diagrams

 Here are some of the key benefits of using swim lane diagrams to outline processes
within an organization:

 The separate lanes of the diagram make it easy to delineate responsibilities belonging
to certain individuals or departments. This helps to clarify complex processes within an
organization.
 Visualizing processes in this way provides a more thorough overview of employees'
roles within an organization and helps to reduce bottlenecks, redundancies, and
extraneous steps. For example, suppose your diagram shows that all departments
connect to your IT department. In that case, you know that a bottleneck within your IT
department will likely affect all of your other departments. Identifying these bottlenecks
helps to streamline processes and determines where you should allocate resources.

 They ensure that all necessary parties are involved in a process, everyone knows their
specific role, and everyone knows which relationships they should prioritize within a
department.

 They help standardize work processes and record them in highly shareable formats that
people within the organization can quickly refer back to if needed.

How to create a swim lane diagram in MS Word

Let’s start with the obvious: create a new document in Word.

Depending on whether you want your diagram to run horizontally or

vertically, you may need to change the page orientation. I wanted to
create a horizontal diagram, so I switched to a landscape view before
starting. I’ve broken the process down into 5 easy steps, so even if
you’re not familiar with Word, you should at least be able to make a
swim lane diagram by the end of this post. 😀

Step 1: Draw the pool

At the top of the screen, you’ll see a series of tabs labelled “File,”
“Home,” “Insert,” and so on. Select the “Insert” tab.

Select “Shapes” (as shown in the image above), which will open a
dropdown menu of every single shape you can create in Word. Right
now, you just want a good old-fashioned rectangle.

Draw a large rectangle on the page. This will be your pool.

Pro Tip: Make sure your pool is large enough for each lane and all
the process actions that need to go into that lane.

For my diagram, the pool is the full page size. It’ll only have 4 lanes,
and each lane will only have 3-4 actions, so I don’t have to worry too
much about space.

Once you draw the pool, you need to add the lanes. The easiest way
to do this is with the line tool (also found under Insert > Shapes,
right above the rectangles).
 Pro Tip: Make these lines a different color than the pool
outline and the directional lines for your process. Your eyes will be
grateful. 👀

Step 2: Label the players

There are 2 ways you can do this:

 Insert a flowchart shape (I’ll get to that in Step 3)

 Insert a text box

I opted for a text box.

You’ll find this under the Insert tab, as well. (Most of the things you’ll
be using are.)

The text box dropdown menu will show you a number of pre-made
text boxes that aren’t particularly useful for creating swim lane
diagrams. Below those, you’ll find the option to “Draw Text Box.”

This is what you want.

Draw a text box in your first lane where you want the label to go.
You’ll see in the picture that I placed mine at the far-left side of the
pool. I also changed the text direction using the format options that
pop up once you’ve drawn your first text box.

You can adjust the font, size, color, fill, and alignment as well, but I
wouldn’t worry too much about those things until the end.

You can draw a new text box for each swim lane or you can copy
and paste the first box into each swim lane.

Step 3: Add actions

This is where we get into the flowchart shapes.

Go back to Insert > Shapes.

Towards the bottom of the list, you’ll see a section labeled

“Flowchart.” Every shape you need for your swim lane diagram will
be here. A few may look a little different than our graphic and some
may have different names, but all your tools are right here.
 The 4 shapes I’ve used in this diagram are:

 Terminator (pill shape)

 Decision (diamond)
 Process (rectangle)
 Document (wave shape)
The method you use for mapping the process’s actions will depend
on what works best for you. You may find it easier to fill in all the
actions for a single player at once, or you may prefer to fill in the
actions chronologically.

Since I did this diagram on my own, and it’s not a process I use on a
regular basis, I opted for the chronological approach. If you’re
creating a diagram within a team, it may be easier for a
representative from each department to outline their respective steps.

Don’t worry about the directional lines just yet. First, you want to
make sure that all the necessary actions are accounted for, placed in
the correct location, and how they all relate to each other is clear.

Step 4: Review:
 As I said in the previous step, you want to make absolutely sure that
you have all the actions and they’re in the correct place.

Once you’ve done that, you can start adding your directional lines.
Go back to Insert > Shapes again and look at the line tool. The first
3 styles are the ones you’ll most likely need:

 A line with no arrows

 A line with an arrow at one end
 A line with arrows at both ends
Insert these lines in the order the process should follow. For example,
in my diagram, “Submit ticket” begins the process. From there, the
CSR must determine if it’s a new issue or not. I’ve drawn a line from
the “Submit ticket” shape to the “New issue” shape, with an arrow
pointing at “New issue.”

The double arrow should be used if there’s feedback between two

actions. If you look at the CSR’s “Get more info” action and the
customer’s “Provide details” action, there’s a double arrow
connecting them. This indicates that these actions are, in a sense, a
very small loop.

You’ll also notice that I’ve labeled the decision lines “yes” and “no.”
You definitely want to include this so that it’s clear to anyone using
the diagram which choice should be selected under which
circumstances.

Step 5: Approve
 At this point, your diagram should be completely mapped out with all
of the players, actions, and connections clearly defined and labeled.
Now is when you can go all out with fonts, colors, and other
formatting to make your diagram really pop. There isn’t a set color
scheme for swim lane diagrams, so use what makes sense for you.
That may mean all actions completed by the same department are
the same color, or specific actions have the same color no matter
who is completing them.

In my diagram, I chose to color-code the actions:

 Terminator actions are blue

 Decision actions are green
 Process actions are red
 Document actions are yellow
YOKOTEN

What is Yokoten?
Yokoten is a Japanese word that translates to "best practice sharing." In the
world of process improvement, Yokoten is a tool that helps to unify and
standardize work processes across an organization. It's essential for creating
a standardized and efficient process, which is key to minimizing errors and
maximizing productivity.

Think of Yokoten as the foundation for creating a process that everyone in

the organization can understand and follow. Without a standardized process,
employees are often left to figure things out on their own, leading to
inconsistency and confusion. To solve this problem, Yokoten provides a
framework for everyone to follow so that everyone is on the same page.

How Does It Fit with Gemba Kaizen?

Gemba Kaizen is a Japanese word that translates to “practical improvement”
or “workplace improvement .” Meanwhile, Yokoten is the practice of
transferring learning and best practices from one area of the company to
another. It is a system of continuous improvement that focuses on the actual
place where work is done or the Gemba.
It is essential for maintaining a consistent level of quality and Lean efficiency
across an organization. Yokoten helps ensure that everyone in the company,
from the top executives to the front-line employees, is constantly learning
and improving.

The connection between Yokoten and Gemba Kaizen is clear. Yokoten helps
put Gemba Kaizen into action by ensuring that learning and continuous
improvement are happening at all levels of the company.

Why is Yokoten Needed?

Yokoten is a key concept in Toyota Production System (TPS), and it is
essential for improving communication and understanding among all
members of the organization.
In a nutshell, Yokoten is about collecting and sharing knowledge so that
everyone in the organization has access to the same information. This helps
eliminate misunderstandings and allows everyone to work towards the same
goal.

There are many benefits of Yokoten, such as the following:

 Improved communication across teams
 Reduced waste and improved quality
 Easier to identify and fix any problems before they become bigger issues
 Improved overall efficiency while preventing any bottlenecks from happening

Using Yokoten Within the

Problem-Solving Cycle
In Lean manufacturing, Yokoten is a process of spreading and sharing
knowledge throughout the organization. It is essential in problem-solving
because it allows all members of the team to be aware of the problem and
potential solutions.
Yokoten can happen at any point in the problem-solving cycle but is typically
most effective when it happens as early as possible. This allows more time to
develop creative solutions and test them before the problem becomes too
large.

You can follow some of these simple steps when using Yokoten:

1. Identify and clarify the problem.

2. Analyze and sort it out.
3. Determine the objective.
4. Figure out what is the root cause of the problem.
5. Develop solutions.
6. See countermeasures through.
7. Evaluate the process and end result.
8. Learn from mistakes and standardized success.
If you’re looking to implement Yokoten in your own organization, there are a
few things to keep in mind:

 Make sure that everyone is on board and understands why it’s important.
 Create a system for sharing information effectively.
 Be patient, for Yokoten takes time to properly implement before seeing results.

Applying Yokoten in Your

Organization
 One of the most important aspects of Yokoten is its ability to be applied in a
variety of ways across an organization. Here are a few examples:

 Board or Executive Level – A key part of Yokoten is the executive briefings which
help to keep everyone aligned and informed on current progress and challenges.
 Innovation or Process Development – Implementing a suggestion system and
promoting cross-functional collaboration with the House of Lean will help teams quickly
develop new ideas.
 Operations or Business Units – Applying lean principles such as kanban boards
and value-stream mapping will help to improve efficiency and reduce waste.
 Marketing or Customer Service – Capturing customer feedback through the use
of the Plan-Do-Check-Act (PDCA) method and ideas and sharing them across
departments will improve the overall customer experience.