Standard Procedures Do Not Have To Be Regimented

Sometimes standardization smacks of regimentation. Workers say, “We each have our favorite way of doing things.”  Implicit in this is, We like it the way it is.  Don’t try to shoehorn us into a one-size-fits-all mold.

Standard work is essential to mass production, even to fairly small-scale mass production.  It is at the core of a quality process that provides a quality product.   A defect is essentially something that deviates from what it should be. The best way to get consistent results is by having a consistent--that is standardized--process.

Standardized work can be regimented, but in the best cases it is organic.  Standards are developed based on our experience of what needs to be controlled in the process.  The standards are implemented.  Their effectiveness is studied and adjustments are made to improve them.  New standards emerge on the basis of our experience of what needs to be controlled in the process.

No Right Way

Over twenty years ago, I was involved in a small group discussion in which my friend and colleague, Tom Lane, proposed three principles for consulting:

There is no right way.

The word is not the thing.

We make it all up.

I have not discussed these ideas with Tom in decades.  I believe that he has changed “the word is not the thing,” to “the concept is not the thing.”  I have recently bought his book, Perceptual Intelligence,  and started following his blog, Wake Up!

My comments here are not an attempt to present Tom’s ideas.  After that discussion, years ago, I have often reflected on those three principles and how they could be applied to consulting and to the process of changing work to bring out the best.  What follows is my own spin on the three statements.