Employees new to continuous improvement may confuse consistency with rigidity.
David Rizzardo
Sept. 26, 2025
Standardized processes are a critical requirement of a lean culture of continuous improvement. Employees who are new to lean are often puzzled by this, since standardization suggests a rigid, unwavering “cast-in-stone” type of process. This doesn’t appear to mesh well with a lean culture of continuous change and improvement.
Standardization and improvement may even be viewed as extreme opposites. This paradox must be resolved to provide clarity on lean.
Let’s begin to unravel this paradox and provide more clarity. For these reasons, companies need to develop and follow standardized processes, regardless of their production methodology.
1. To reduce variability. Whether your plan is to improve the process or not, you’ll still always want a consistent process for everyone to follow to produce a consistent outcome; i.e., a quality product or service on time for the customer.
2. To identify correct versus incorrect. Without a standard, there is no means for comparison. “Correct” has not been defined, so “incorrect,” or a deviation from a standard, cannot be determined. Problems with the current process remain hidden.
3. To enable effective training. Without a standardized process, how can you train someone in a manner that will produce the consistent outcome that you desire? How do you even choose which of the processing variations to train to?
Some benefits of standardization are specific to a lean culture of continuous improvement. Here are three reasons why standardized processes are essential in a lean organization.
1. To have a baseline to improve from. To improve and to measure progress, you must produce a gain from an initial starting point. You need a baseline. Without a standard process, this basic requirement of improvement is missing.
2. To have a single process to focus on. Without a standard—with everyone individually improving their own version of the process—you add even more variations, amplifying the chaos. Predictability is impossible due to the multitude of processing approaches. The resulting variations in time and quality will have negative performance ramifications—obviously not our intent.
3. To have the details necessary to enable improvement. To understand this benefit, we need to consider the process of developing standardization. The typical approach is to break the process down into manageable steps or actions, to make it easier to learn the process and perform it consistently. And then assign details to each step, such as timing and labor requirements that cover who does what and when, how long each step should take and what the expected outcome is.
Breaking down the process enables us to improve the process. It gives sufficient visibility to see where and what to improve—which parts of the process are causing quality issues, taking the most time or adding the most variability. And to examine why the process is needed, where it can best be done, by whom and whether there’s a better way.
When the potential improvement areas become evident, you almost can’t help but start asking questions: Why is this process needed? Where can it best be done and by whom? Is there a better way?
After each improvement, it is critical to update the standardized work and associated documents to prevent backsliding. Standardization locks in the improvement, and the new standardized process becomes the next target for improvement.
Without a new target, the cycle of improvement would either come to a grinding halt or a continual loop of improvement followed by backsliding would result. Progress would not be made. So, if there is no standardization, there is no ongoing improvement. As Taiichi Ohno, who many consider the father of lean, is attributed as saying, “Without standards, there can be no kaizen.”
This is a difficult concept for our minds to grasp—that standardization encourages change that leads to continuous improvement.
If we don’t understand the need for standardization, it is doubtful that we will develop the discipline and rigor needed to ensure that we continually develop, apply, analyze, improve and update standardized processes. This would slow or halt our improvement efforts, and the variability and chaos would return.
So, spend the time necessary to make sure there is clarity on this critical topic. In a lean organization, standardization is not the opposite of continuous improvement nor a hinderance. It is the foundation and catalyst for continuous improvement.
Recently, seven members of the Maryland World Class Consortia attended a 3.5 day “Leading the Toyota Way” workshop in Columbus, Indiana. This post is courtesy of Samuel Glewwe from Intralox.
Last week’s workshop in Columbus, Indiana was an incredible opportunity to deepen our understanding of Lean Leadership. Sam McPherson gave an experienced and knowledgeable explanation of the required role Leaders play in sustained Lean transformations.
Tours of the Toyota Material Handling (TMH) and AISIN plants drove lessons home with first-hand observations of high level execution of Lean Leadership. A good leader leads with respect and by example. The workshop detailed how that is put into practice by defining the standard work for leaders in a Lean organization. We learned that just as good standard work helps train a cross-functional and valuable frontline workforce, Leader Standard Work is key to developing longevity into Lean success. The leader development cycle is even tied to the cadence of car model updates! It was made clear that without Lean principles in leadership, the utilization of Lean tools could only take you so far.
The factory tours were truly eye-opening and made lessons really “click.” True to stories, there were Andon songs playing almost the entire time while walking the TMH production lines. Almost easy to miss without it being called out, Team Leads and Group Leads were immediately responding to the operator or machine in need and resolving to maintain flow. It was clear that it was part of the standard flow of work every day and leaders had everything in place, where it was needed, to document and track both issues and proactive activities. While utilizing a more digital medium, the AISIN plant also demonstrated the strong foundation of Lean Management required of a Toyota supplier. There may have been more tablets, screens, and automation, but the standards of how their leaders develop their workforce are the same.
Each day, active discussion and questions guided our focus throughout the workshop, ensuring that everyone in attendance saw what they needed. Days ended with a “Hansei” Circle for reflections and focus on introspective takeaways. In all, this was a great experience that truly deepened my understanding of leading Lean.
by Dave Rizzardo, Associate Director - MWCC
We had another great MWCC Lean Facility Tour on April 23rd! This one took place at Strouse Corporation in Westminster, Maryland. We had over 30 attendees from various organizations in attendance for this fantastic Lean event. It started with an overview of Strouse, a leader in the custom adhesive solutions industry. We learned about their capabilities and the strong values that align and guide the organization.
This was followed by an enlightening review of their Lean journey and practices. A number of specific practices and techniques were covered, such as 5S, PDCA problem solving, kanban replenishment, andon, and their training structure. Their employee appreciation, recognition, and engagement practices were also highlighted. Their alignment of these people-practices with Lean principles enables and motivates everyone to continuously improve company processes to continually add more value for Strouse’s customers.
After this informative presentation, we had a tour to see everything in action. Due to the number of products and processes that Strouse employs, it could seem overwhelming and delay progress. However, no delays at all at Strouse! Improvements were everywhere and ongoing experiments to further improve are the norm, not the exception. Their understanding that the Lean journey is never ending, and that there are always plenty of improvement opportunities ahead, is a characteristic that Strouse shares with other strong Lean organizations.
Following the tour, we had a short debrief segment where key takeaways were shared and discussed, followed by lunch. In summary, Strouse’s blend of focusing on people and improving processes creates a culture which embodies what Lean/Continuous Improvement is all about, and which will continue to lead to success for the organization, employees, customers, and the community. We are extremely grateful to the Strouse team for opening up their doors to us and sharing key aspects of their Lean culture.
Our second MWCC Lean Facility Tour of 2025 took us to the Lonza facility in Walkersville, Maryland. It was an insightful and educational morning as we learned about their Lean Business Management System (LBMS), which began deployment in 2022. Following an engaging presentation, we toured the facility to see firsthand how the LBMS is applied in daily operations.
What sets Lonza apart is the depth of commitment and engagement throughout the organization in their enterprise-wide Lean transformation. Their Walkersville location has been selected as a best practice model (lighthouse) to guide deployment efforts across Lonza’s global facilities—a testament to their success. In any Lean transformation, the word "journey" is often heard, and it’s clear that Lonza is excelling on every critical front. Their strong foundation, anchored by "Lean Leadership," ensures a sustained focus on continuous improvement and a culture of operational excellence.
During the tour, we observed solid 5S practices and learned about the systems in place to sustain them. One standout feature was their tiered huddle process, which ensures daily communication from the plant floor to upper management and aligns priorities across all levels. The LBMS effectively addresses both cross-functional strategic issues and plant-floor Kaizen activities—proving that small, localized improvements can be just as impactful as broader initiatives. Other highlights included their emphasis on Gemba Walks and their advanced digitization efforts, such as an innovative idea system that encourages continuous innovation.
We concluded the morning with a tour debrief, where attendees shared positive Lean takeaways and offered thoughtful suggestions for the Lonza team. The day wrapped up with lunch and networking—fueling both our bodies and our ongoing Lean learning.
A huge thank you to all who attended, and especially to our gracious hosts at Lonza for sharing key aspects of their Lean journey through the lens of their LBMS. It was truly a Lean-filled morning of inspiration and learning!
🚀 Over the past two weeks, 17 professionals from nine different organizations dove into the world of Lean during two action-packed One Day Lean Overview sessions led by Dave Rizzardo.
📍 One session took place at Chesapeake College on the Eastern Shore, while the other was hosted by Hub Labels in Hagerstown. Both events were filled with hands-on learning, real-world insights, and plenty of fun!
🔧 A highlight of the day was the simulated product assembly line, where participants rolled up their sleeves and tackled three rapid-fire production rounds spread throughout the day.
💡 This "learn by doing" approach—learn, apply, improve, and repeat—kept the energy high and the lessons practical. With each round, teams worked together to refine their processes, and by the final round, they successfully met the customer’s requirements! ✅
🤔 How did we fit all that learning and production into a single day? Simple—the production "shifts" were just three minutes long. (No sore muscles here! 💪) But the real magic happened during the debriefs, where participants analyzed their results and planned improvements for the next rounds.
📊 By the end of the day, attendees didn’t just walk away with a deeper understanding of Lean principles and powerful tools—they experienced firsthand how small, continuous improvements drive big results.
👏 A huge thank you to everyone who joined us for these dynamic sessions—your engagement and teamwork made it a day to remember!
by Dave Rizzardo, Associate Director, MWCC
On February 20th, we kicked off our first MWCC Lean tour of 2025 at Saft Batteries in Cockeysville, Maryland. It was an inspiring and informative Lean morning that began with an overview of Saft and their products. Their advanced batteries power applications across land, sea, air, and even space. In addition to their commitment to Lean excellence, Saft's sustainability practices and results are world-class.
Following the company overview, we learned about some of the impressive Lean initiatives within their Saft Excellence System before starting the tour of their facilities.
Several key Lean takeaways stood out during the visit. One highlight was their organizational structure, which effectively aligns the entire company—from the plant floor to the leadership team—around key issues. This alignment happens not just monthly, but every day, allowing problems to be quickly surfaced, addressed, and resolved.
Another impressive aspect was their use of automation. Automated processes ensure the high precision required for their products while enabling them to meet increasing sales demands. Their automated data collection system provides timely information in a visual, easily understood format, which supports ongoing improvements. Throughout the facility, we observed visual systems and controls reinforcing Lean practices.
These are just a few of the insights we gathered. As with any true Lean organization, Saft recognizes that the journey is never-ending, with continuous opportunities for improvement.
Overall, it was an educational and engaging Lean morning, offering valuable lessons and inspiration for all who attended.
Leadership should view evaluations as an opportunity to supercharge their greatest asset—their people.
Carl Livesay
A positive corporate culture is built on a foundation of trust.
To enjoy the long-lasting benefits of a positive culture, a team must trust its leadership. For that to occur, leadership must first demonstrate trust in the team. This is no easy task. The cornerstone of trust is communication. Without good communication, trust is conditional, and gains in corporate culture are temporary. The challenge, then, is how can a leader best communicate with their team?
The basics of communication are well-documented, effective tools that help increase and improve communication throughout an organization. However, one often-overlooked tool is the value of a well-thought-out performance review.
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Leaders can take multiple steps to provide a safe environment where continuous improvement can thrive.
One of the primary characteristics of a lean culture – which aligns with the “Respect for People” principle of lean – is a workforce that is engaged in improving processes to add ever-increasing value for customers. And leaders at all levels must collaborate with and listen to employees, so that problems can be surfaced and process improvements made.
However, there is an obvious prerequisite to this act of collaboration that should not be assumed … employees must be willing to contribute and speak up! Reluctance to participate usually has identifiable root causes that need to be addressed. Here we will discuss a few of these issues.
Read full article here 🔗
There are real steps leaders can take to break functional experts out of their hidey-holes.
Let’s start by defining silo-building. It’s the mindset and actions that create isolated departments or work areas that do not collaborate well, neither with other areas of the company nor with other parts of the value stream.
The focus of the silo is optimization of the silo, nothing else. In manufacturing, a silo might be a fabrication area that supplies components to the assembly department. Or more often, silos develop in support or administrative departments; e.g., engineering, IT, quality, sales.
Authored by Dave Rizzardo, Associate Director, MWCC
What are the highest-performing lean organizations doing that others are either unable or unwilling to do? What enables them to develop what can accurately be described as a lean culture of continuous improvement?
In short, the highest performers have more employees moving the company forward towards its goals—their folks are engaged. Engagement refers to employees’ motivation to support the company’s mission, and their willingness to act and utilize their brainpower to help fulfill that mission. Engagement is action-based; actions aligned with lean principles.
Engaged employees are highlighting and solving problems; following standard work and experimenting to improve to new standards; and collaborating with teammates throughout the organization to add more value for the customer. These are just a few behaviors of the engaged associates, and this naturally leads to improvements in a multitude of business-performance measures.
Developing this engaged workforce is probably the most challenging part of the lean journey, but also the most impactful and rewarding. So, what are the keys to developing an engaged workforce?
There’s not a short simple answer to that question. One of the complicating factors is the variation in what motivates each one of us humans.
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