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Tracey Richardson

Tracey Richardson: We all individually had standards we followed as well as the team collectively and upward

By Tracey Richardson, - Last updated: Tuesday, June 5, 2012 - Save & Share - Leave a comment

I think from my 10 years at Toyota (TMMK) standards were the basis for everything we did, including 5S.   It really was the key to our success and the infrastructure for the culture.  Having the unique opportunity to be a team member, team leader and group leader within the company it was important to understand that we all individually had standards we followed as well as the team collectively and upward.

As some have stated, standards were there for us to understand when an abnormality occurred so at an individual level we understood the expectations and what resources it took to get back to ideal.  The team also understood the output needed for our internal and external customer and that  it took the collective group to meet the expectation; almost like a micro level to macro.

I believe if an individual and the team understand their ” line of sight”  to the company goals/key performance indicators  then that is the perfect scenario for team member involvement and respect for people.   Our trainers developed our thinking that way in the beginning to always align our daily activities with PDCA which can start and end with standardization.  Sort of everyday-everybody attitude!

If you develop a set of values and principles that leaders can make tangible or “live” each day involving, challenging, and engaging people at the gemba then I believe standardization becomes somewhat intrinsic because the people know better than anyone when something isn’t ideal and its up to the leader to work with them to determine best method.  That thinking should cut across every level of the organization, hence making it a responsibility individually and collectively!

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