We talked in Part 2 of the course about the value that process-mapping and other types of process documentation can add to the problem-solving process. Specifically, these tools can be very helpful by “making the invisible visible” and therefore enhancing understanding where improvements can be made by identifying gaps between the “current state” and the “to-be” ideal. Too often, tools like process maps, checklists and other forms of documented standard work are put away and forgotten following a problem-solving team exercise. Leaders in highly functioning organizations don’t allow dust to settle on this type of documentation. Instead, they treat documented standard work as dynamic tools that help drive a repetitive cycle of improvement between stability and change. Leaders of these organizations emphasize the value of “standard work” and ensure that it’s documented and continually improved upon.

What do I mean by “standard work”?

There is enormous value to organizations in ensuring that important tasks or combinations of tasks are completed in the same way (at least until an improved process is identified and implemented). This principle is the key to why certain restaurant franchises are so successful. It’s no accident that a Chik-Fil-A sandwich prepared in Nashville tastes exactly as good as one prepared in Des Moines. Every step of the process– from procurement of the chicken, to taking the order, preparing the food and finally delivering it –is standardized. By that, I mean, done the same way every time regardless of location, and some form of the documentation describing those processes is used to train employees and to serve as a starting point for the next improvement opportunity.

It would be a mistake to assume that a commitment to documented standard work only applies to franchise models. Successful organizations on any scale rely on documented standard work, whether they refer to it by that term or not.[1]

What’s more, it’s much easier to get people together to improve a task/process/procedure if everyone involved understands the current state of the process. That’s why we talked about process-mapping as an important problem-solving tool. The more standard work that you have documented, the easier the improvement process will be because you have a starting point for discussing the process and looking for improvement opportunities.

Why am I including this discussion of documented standard work in the culture section of the course? Because leaders play an important part in reinforcing the importance of standard work. One of your first questions when a team member comes to you with a problem related to repeatable steps should be, “what process does this relate to and is there documented standard work for that process?”

If the process hasn’t been documented, ask for it to happen, or, if necessary, call a meeting to lead a process-mapping session. Once an improved process has been documented, allow time for employees to be properly trained and execute it to ensure you have some stability before further improvement efforts occur.

     While documenting standard work is critical, leaders should also pay attention to the format and means of storage. Documentation won’t be helpful if it’s inaccessible to those who need it, either because of format or storage location. Part of your leadership role in this context is to ensure that those needing to utilize the standard work can (i) easily understand it; and (ii) know how and when to access it.

          Here are two important tips for leaders to keep in mind as they develop and deploy standard work in their organizations:

1.  Make sure that those closest to the work are involved in developing it. To be of value, standard work documentation must accurately reflect actual steps that those doing the work must take. The best way to ensure those steps are being accurately identified and documented is to go to the source.

2. While simple checklists and other narrative text are often effective, don’t be afraid to use visuals and other illustrations to ensure that the standard work is easily understood by both the practitioners doing the work as well as those not as familiar. Ask yourself, could my mother (or another reasonably intelligent person unfamiliar with the business) follow this?

---

[1] An excellent, and surprisingly entertaining video (relative to the low bar set in most corporate training) explaining how the Stanford Medicine thinks about Standard Work can be found at https://www.youtube.com/watch?v=Uhhj5yGZjgY