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Standard work is a crucial element of lean, and it’s important for every leader to understand it deeply through practice. Unfortunately, the reality is far from that.
标准化作业是精益生产的一个关键要素，对于每一位领导者而言，通过实践去深入了解标准化作业是非常重要的。不幸的是，现实远非如此。
Many companies are still reluctant to implement standard work in their process, and there are some common reasons why this happens.
不少公司仍然极不情愿的在流程中实施标准化作业，出现这种情况，是有一些普遍的原因。
1. There is confusion about what standard work means.
对于标准化作业的含义有困惑。
Most people assume it means simply documenting the work. That is one small piece of standard work, but it’s much more than that. Throughout the rest of this article, and in the follow-on articles, we will deep dive into some key tools within standard work.
大多数人认为，标准化作业意味着简单地记录工作。记录工作只不过是标准化作业的一小块内容而已，但它远不止这些。在本文的剩余部分，以及后续的文章中，我们将深入研究标准化作业中的一些关键工具。
2. A documented process seems too rigid.
文件化的流程看起来过于死板。
When we capture the best practice of the work, it allows us to do it as good as we can, based on what we know today. If someone has a better idea, we can always change it and make it better. But if we don’t have consistency on how the work is done today, how can we figure out what went wrong when problems occur? Was the process good, but not followed? Or was the process bad and needs to be changed? If everyone does it differently, this takes much longer to figure out.Taiichi Ohno, the father of the Toyota Production System, is credited with this famous Lean quote:
“When there is no standard, there is no kaizen”
当我们抓住工作中最佳实践时，能使我们根据当前所了解的，尽可能地将工作做到最好。如果有人有更好的主意，我们总是可以改变它，使它变得更好。但是，如果我们在当前的工作上没有一致性，出现问题时，我们怎样才能找出什么出现了问题呢？流程是好的，但没有遵循？或者，流程不好，需要改变流程吗？如果每个人的做法都不同，这需要更长的时间来弄清楚到底是什么出现了问题。丰田生产系统之父大野耐一，通常被认为说过以下这句著名的精益名言：没有标准就没有改善。
3. Standard work only applies to workers, not managers.
标准化作业仅仅适用于工人，对经理们不适用。
Everyone has standard work, from the CEO down to each value-added associate (worker). The difference is in the percentage of their time that is “standard.” The CEO will have much less of their work standard (maybe 10%), compared to an associate who would be closer to 95%.
从CEO到每个增值的职员（工人），每个人都有标准化作业。不同的是，他们在“标准”上的时间比例。首席执行长工作标准会比较少一些（也许10%），相比之下，一个职员的工作标准可能会接近95%。 1
4. Implementation is a one-time effort.
执行标准化作业是可以一蹴而就的。
Once standard work is setup, it can’t be run on auto-pilot. It is an ongoing process that never finishes, and it’s closely related to the general idea of continuous improvement, which is so deeply rooted within lean.
一旦设立标准化作业，就不能让其“自动运行”。这是一个永不止境的过程，这与深深扎根于精益之中的持续改进的整体思想密切相关。
For those that truly understand Standard Work, there are huge benefits that can be gained when getting into these details.
对于那些真正理解标准化作业的人来说，进入到这些细节，会带来巨大的好处。
Standard work revolves around three main tools, and it’s important to understand each of them as fully as possible.
标准化作业围绕着三个主要工具，而尽可能充分地理解每一个工具是很重要的。
-Standardized Work Process Capacity Sheet
标准化作业工序能力表
-Standardized Work Combination Sheet
标准化作业组合表
-Standardized Work Chart
标准化作业图
Standardized Work Process Capacity Sheet
标准化作业工序能力表
The Process Capacity Sheet (also referred to as the Production Capacity Sheet) indicates the output capacity of each element involved in the process. In other words, it describes the upper limit to the output rate for each machine operating in the factory, and correlates those numbers to the actual output rate measured for each machine.
标准化作业工序能力表（也被称之为：生产能力表），显示出工序中的每一个要素的产出能力。换言之，其描述的是工厂里运转的每一台机器产出率的上限，并将每台机器的产出上限的数值与实际的测算的产出率进行关联。
This allows the organization to easily identify bottlenecks in its operation, especially when they’re related to improper balancing of the input/output of different nodes in the chain. Several factors come into play in calculating the production capacity of a machine, including its production time, completion time, as well as the tool change time. These can further be broken down into discrete steps, depending on the structure of the production chain.
标准化作业过程能力表使得组织能够轻而易举地识别出其运营中的瓶颈，尤其在与链条中的不同环节的投入/产出不合理的平衡时。在计算机器的生产能力指数时，有几个要素会起到作用，包括：生产时间、完成时间，和更换工装时间。这些要素都可以被分解为更加细致的步骤取决于生产链的架构。
Standardized Work Combination Sheet
标准化作业组合表
This sheet is used to calculate the combination of several timing factors in the production, namely the manual work time, walk time, as well as the actual processing time required by each machine involved in the process.
标准化作业组合表，被用于计算生产中几个定时因素的组合，即：手工工作时间、走动时间，以及在该过程中所涉及的每台机器所需的实际加工时间。
The Combination Sheet is a commonly used tool in the middle stages of standardizing a company’s process, as it can show whether or not the organization is moving in the right direction, what variables need to be adjusted, and whether each specific part of the process is suitable for the current approach to standardization at all. Ideally, the information in this sheet will serve as the foundation for all future developments of the company, and the additional improvements it will implement.
标准化作业组合表这一工具，一般会在对某个公司的流程进行标准化的中期使用，其可以显示出组织是否正在正确的方向前行，需要调整哪些偏差，对于当前进行标准化的方法，工艺的特定部分是否合适。理想的状况是，标准化作业组合表中的信息将会为公司未来的发展，以及即将实施的额外的改善所服务。
Standardized Work Chart
标准化作业图
Some confuse this with the previous sheet, but it’s quite different, and shows a completely unique subset of information, which is still just as critical in the overall process. It shows the sequence in which work is performed, as well as how different operators change their position and state with regards to the machines they work with.
有些人会对标准化作业图与上述的标准化作业组合表有困惑，但两者确实不太一样，标准化作业图展示的是独一无二的信息集合，而在整个流程中依旧非常重要。标准化作业图，显示的是工作的作业顺序，以及作业员在如何变更他们的岗位与他们所工作的机器的状态时是如何的不一致。
Takt time and cycle time are to be measured here as well, and the company needs to have a deeper relationship with all of its operators in order to fill up this chart properly. There are many different factors that can be taken into account when filling up a Standard Work Chart, and it’s a highly individual tool that has to be aligned with the specific operation of the company. Understanding it correctly is one of the most important points of ensuring that the process of implementing standard work is carried out correctly, however.
为了在合适地填写标准化作业图，节拍时间与周期时间也将被测量，而且公司需要与所有的操作员拥有深入的联系。填写标准化作业图时，可以考虑很多不同的因素，标准化作业图是一个高度个性化的工具，必须与公司的具体运营相一致。正确理解，并确保标准化作业的执行过程准确，是最重要的点。
Conclusion
结论
Standard work can contribute a lot to pretty much every organization, regardless of its specific field of work. It’s a critical process that has to be understood deeply by everyone in a leadership position, and the sooner your organization decides to start implementing standard work in its own processes, the bigger benefits you’re going to see in the end. Just make sure you don’t fall for the classic mistake of considering it a completed task after you’ve gone through the first round – quite on the contrary, you’re just getting started, and there’s a lot more you’ll have to do in the future once you’ve laid the foundations for standard work.
标准工作对几乎每一个组织都有很大的贡献，不管具体作业的领域是什么。对于每一个领导者而言，这是一个必须被深入理解的关键流程，你的组织越早决定在流程中执行标准化工作，你越有可能看到巨大的收益。确保你不会去犯典型的错误-在通过第一轮时，就觉得已经是一个完成的任务，恰恰相反，你才刚刚开始，一旦你已经为标准工作奠定了基础，你在未来还有更多的事情要做。
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