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How to Implement Standardization
2. 🚀 How to Proceed with the Introduction of Standardization
Standardization is not something you do simply because "there's a problem."
There is also great value in sharing successful methods and making them reproducible elsewhere.
In this chapter, we will introduce how to proceed with the actual introduction of standardization, including mindsets and procedures according to the situation.
2.1 Two Approaches to Introducing Standardization
There are two main situations in workplaces where standardization is introduced:
① Unstable Operations with Frequent Troubles and Variance
- Errors and rework are frequent, and results vary depending on the worker.
- Instructions change every time someone is taught, causing confusion for newcomers.
- Work methods are not fixed, making improvement difficult.
➡ Objective: Stabilization, Error Reduction, Clarification of Standards
First, start by documenting and sharing the minimum rules and procedures that must be followed.
By visualizing the work content, it becomes easier to find room for improvement.
② Operations that are Already Running Smoothly
- Veterans are proceeding intuitively, but their methods are not communicated to others.
- Quality is stable, and there are few troubles.
- There are no particular problems, but the work is person-dependent (siloed).
➡ Objective: Ensuring Reproducibility, Expansion, and Turning into Assets
Document the successful procedures "as they are" and roll them out.
This allows standardization to be introduced without causing a sense of sudden change, and it opens up the possibility for application and expansion to other tasks.
🔍 Comparing the Two Approaches with a Mermaid Diagram
The first step in standardization is identifying "where to start."
You can start with trouble response or by sharing success stories.
Let's work from wherever you can proceed without overextending yourselves.
2.2 Viewing Standardization as a System to Protect the Frontline
There are two main approaches (Plan A / Plan B) for proceeding with standardization.
- Plan A: Start from where things are going well
- Plan B: Rebuild where there is confusion
In this section, we will explain the decision points for choosing each approach and considerations for psychological resistance toward standardization.
✅ When Choosing Plan A: Introducing from a Smoothly Running Site
At a site that is running well, a practical "standard" may already exist. By lightly layering formats and sharing mechanisms on top of that, standardization can start with almost no burden.
- You can start small and let people feel that "nothing really changed."
- Once results appear, it is easy to roll out to other teams.
- People can experience firsthand that "standardization is not a burden."
Even if resistance seems strong, creating success stories first makes it easier to gain acceptance.
✅ When Choosing Plan B: Reorganizing a Site with Confusion or Variance
At sites suffering from inconsistent procedures and quality, "organization through standardization" holds great value. However, note that resistance to change is more likely to occur.
- If issues are clear, you can show the direction of "how we want things to be."
- It is important to gather concerns from the frontline and build it together.
- The key is to frame it as "rules created to protect us."
🛡️ Standardization is a "System to Protect"
To ease resistance, it is effective to frame "standardization = a system to protect."
| What Standardization Protects | Content |
|---|---|
| Protecting Workers | Prevents errors due to slips or assumptions. Reduces anxiety about whether a task is being done correctly. |
| Protecting the Organization | Reduces variance in quality and response, lowering the risk of complaints or recurrence. |
| Protecting the Team | Prevents confusion during handovers or support, making it easier to share work. |
| Protecting Responsibility | The fact that "standards were followed" serves as a basis for judgment and reporting. |
✅ Decision Points (Plan A / Plan B)
| Criterion | Case for Plan A | Case for Plan B |
|---|---|---|
| Site Situation | Already running stably | Chaos and variance present |
| Resistance | Strong resistance / Need to proceed cautiously | Easy to accept because people are struggling |
| Success Stories | Want to create a success case first | Need to solve issues urgently |
| Team Maturity | Capable of self-management | Support and involvement required |
Standardization is not for restriction, but a framework to act with peace of mind.
Communicating its value as a "system to protect" is the first step toward successful introduction.
2.3 Steps to Introducing Standardization
When introducing standardization, the key to success is to start small in stages and build up consensus and results on the frontline, rather than rolling it out to the whole organization at once.
Here are the basic steps for introduction.
🔁 4 Steps for Introducing Standardization
① Start Small (Narrow the Scope)
- Don't try to do everything at once; limit it to one department, one product, or one task.
- Starting with units that are easy to execute and have limited stakeholders makes it easier to achieve results.
② Build with the Frontline (Joint Design)
- Don't decide at a desk; examine and design the content together with the people actually doing the work.
- Eliminate the feeling of being "forced" and foster a sense of "our own rules."
③ Trial Operation (Provisional Introduction)
- Instead of applying it to everything immediately, test it out for a fixed period.
- By making adjustments based on feedback, you can absorb any impracticalities or discrepancies.
④ Transition to Actual Operation (Full Rollout)
- Once you have confirmed results from the trial, roll it out to other departments or the entire company.
- Utilize the mechanisms established in
Chapter 1, such as training, document maintenance, and improvement cycles.
💡 Hints for Introduction
-
The "let's try it first" spirit is important
It is faster to try and improve than to stop while aiming for perfection. -
Aim for "User-Friendly Standards"
Standards that are difficult to understand or don't fit actual operations will eventually be ignored.
2.4 Expansion and Cross-functional Rollout of Success Stories
Once the small-scale standardization begins to function and results are visible on the frontline, it is important to expand those success stories to other departments and operations based on those cases.
However, there are techniques for expansion; simply "making them imitate" doesn't always work well.
🔁 Points for Cross-functional Rollout
① Communicate Results Together with the Background
- Don't just share "what kind of standard was created," but also why it was created (background/issues).
- By sharing "how it ended up in this form," other departments can more easily adapt it to their needs.
② Break Down the "Essence" of Success
-
Specifically extract the factors that led to success.
Example:- "Who was involved (involvement)"
- "Steps and materials used for introduction"
- "How feedback from the frontline was handled"
-
Organizing these in a reproducible format makes it easier for other departments to take action.
③ Allow Arrangement to Fit Their Own Department
- Don't force the exact same rules on other departments; allow the flexibility to "use common parts but change what is different."
- This creates a sense of ownership, making them feel "we can do this too."
The design and phrasing of rules should never be imposed from above.
By having the actual users become the ones "choosing the words," the rules become something they can accept.
By involving them from the design stage, rules transform from "something they are forced to follow" into "their own tools."
✅ To Leverage Success Stories
| Activity | Purpose |
|---|---|
| Visualizing results | Making people feel that "it's worth doing." |
| Sharing background and tips | Making it easier to imitate (turning a simple case into a lesson). |
| Selecting rollout candidates | Identifying which department or operation to expand to next. |
| Supporting redesign for the local department | Facilitating introduction by making it "customizable." |
📌 Precautions for Cross-functional Rollout
- To avoid making it feel like results are being forced, maintain a stance of "exploring the reproducibility of success together."
- To prevent others from thinking "they only succeeded because of that specific department," ensure that the information shared is grounded and realistic.
💬 Actual Examples of Sharing
- "At first, it felt like I was being forced, but now it's the other way around—I'd be in trouble without it."
- "When I followed the template, I got it done faster than I thought."
- "I realized that standards don't just make it harder to make mistakes; they make things easier for the person who comes after me."
2.5 Pitfalls of Standardization and How to Overcome Them
While standardization has many benefits, it can backfire if design or operation is flawed. Here, we introduce common "stumbling points" found on the frontline and how to avoid them.
The reason many standardization efforts fail lies in the dissatisfaction of being "decided unilaterally" or "not consulted." Standards are not "given," but "decided by everyone"—if you miss this, no matter how excellent the content, it will not stick.
❌ Pitfall 1: Rigidification (Loss of Frontline Judgment)
Symptoms:
- Following the standard becomes the goal, and judgment at the frontline is suppressed.
- Seeds of creativity and improvement are nipped in the bud, making it impossible to respond to changes.
✅ Countermeasure:
- Clarify the line between principles and exceptions in
1.7 Design for Exception Rules and Flexibility. - By recognizing "conditions for judgment" and "scope of frontline discretion" as rules, create an environment where people can act without shrinking back.
Standards should be designed not as "constraints" but as "guideposts for moving without hesitation."
❌ Pitfall 2: Increased Maintenance Costs
Symptoms:
- Managing and training for the standard becomes a "burden after creation."
- Updates lag, causing the standard to deviate from reality and become obsolete.
✅ Countermeasure:
- Incorporate
1.8 Verification and Improvement Loopsand create a system to review small and frequently. - Instead of reviewing everything every time, a simple check to "just confirm if an update is needed" is sufficient.
Standards only have meaning when they are "something that continues even if left alone."
❌ Pitfall 3: Obsolescence (Unused Standards)
Symptoms:
- They are not used on the frontline and become "dead documents" that don't fit reality.
- Training and sharing cannot keep up, leaving them abandoned and unused.
✅ Countermeasure:
- Involve practitioners in
1.6 Education and Sharing Systems. - Design with the user's perspective in mind, focusing on "ease of finding" and "ease of use."
Naturally being referenced on the frontline is the condition for a "living standard."
💡 Closing Note
The key to success in introducing standardization is to start small and show effects rather than a "company-wide rollout all at once."
Avoid pitfalls and gradually nurture them into "standards that work."
2.6 Perspectives on Nurturing Standardization
Standardization is not "finished once decided."
It is important to view it as a system that continues to evolve in line with organizational changes and feedback from the frontline.
✅ Standards are Not "Fixed Rules"
- Standards are not always the optimal solution.
- By incorporating insights and improvements gained through practice, they become rules that continue to be used.
- Operate them as "standards that are okay to change."
✅ Have a System to Gather Feedback from the Frontline
- Provide regular feedback opportunities (review meetings, interviews, surveys, etc.).
- Treat standards not as "things to be enforced" but as "things to be improved by everyone."
✅ Visualize the Accumulation of Small Improvements
- By sharing update histories and improvement cases, everyone can feel that "the standards are evolving."
- It is effective to have a system to record the ingenuity and proposals of practitioners and roll them out to other teams.
💬 Final Thoughts
Standardization is a "common language" that protects the organization, protects people, and protects the future.
Precisely because it cannot be made alone, everyone thinks together and everyone decides.
Because of that process, standards are used naturally and come to life.
Standardization is not "management by imposition," but a system that protects and supports the organization.
Start small, operate flexibly, and gradually nurture them into "usable standards."
3. ᾔE Common Concerns about Standardization and Their Answers (FAQ)
Q1. "Is my current way of doing things being rejected?"
A1. No, we will proceed after first acknowledging your current methods.
In the early stages of standardization, we often proceed based on the current situation. As we move forward, issues and points for improvement will gradually become visible, so we will review them naturally from there. There is a good chance your way will become the "standard" itself.
Q2. "Will more rules make work feel more restrictive?"
A2. Standardization is a system to "protect," not to "bind."
The goal is to establish common rules to reduce hesitation in judgment and individual-dependent troubles so that the frontline can work with peace of mind. We will keep rules to a minimum and separate "areas for discretion" from "standards to be followed."
Q3. "Will we lose our freedom in our work?"
A3. No, it does not take away your freedom.
Standardization only defines a "baseline," and it does not hinder further ingenuity or flexible responses. In fact, by standardizing the basics, the areas where you can act freely become clearer, which can sometimes make work easier.
Q4. "Standardization seems like it will increase my workload."
A4. It might feel that way at first.
However, as you repeat the process, hesitation and waste will decrease, and overall work time will be shortened. Additionally, we will narrow the scope of standardization in stages, so we won't change everything at once.
Q5. "Won't it just end up being a rule in name only?"
A5. To prevent it from becoming a dead letter, we will improve it while verifying whether it is usable and actually being used on the frontline.
Rather than imposing it unilaterally, it is important to have a cycle of incorporating frontline feedback and making adjustments. We operate with the mindset that it is meaningless if it is not used.
Q6. "I don't feel comfortable with a top-down approach."
A6. We emphasize a "bottom-up" approach based on frontline opinions.
We particularly want people who feel resistant to participate in the heart of the standardization discussion. The people on the frontline are the ones who know the actual methods and problems best.
Q7. "Standardization is pointless because things change immediately anyway."
A7. Standards are merely the "current optimal solution."
Since they are designed with the premise of being reviewed according to changes in the situation, it is not a one-time creation, but a flexible system that we will keep improving together.
Q8. "Will service standardization make us act only by the manual and make customer response robotic?"
A8. Standards define the "minimum quality of response that must be maintained."
We value the flexible judgment and ingenuity necessary for customer response, and we do not prohibit them. In fact, having a standard makes it easier to judge "what can be deviated from."
Q9. "Detailed procedures lower freedom and cause stress."
A9. The goal of standardization is to make it easier to move by clearly separating "what to follow" and "what can be done freely."
We will focus on creating rules that capture the essential points rather than deciding everything in detail.
Q10. "Service standardization is difficult because different customers need different responses."
A10. Individualized customer responses are certainly possible.
Standardization is merely about organizing the "common parts," and exceptions and customizations are already assumed. On top of that, we will also consider ways to handle exceptions efficiently (e.g., templates by pattern).
Q11. "Procedures are meaningless because the situation changes constantly."
A11. Standards are the "foundation for responding to change."
We design the system to include a mechanism for regular review and improvement in line with changes on the frontline. Please view it as a dynamically growing system rather than a fixed set of rules.
Q12. "Will service individuality or uniqueness be lost?"
A12. Individuality will not be lost through standardization.
Standardization is strictly for maintaining "stable quality," and it is important to add frontline ingenuity on top of that. It can even have the effect of clarifying the areas where individuality truly shines.
Discussion