ABSTRACT
Everyone understands the need for developing educational material and standard work in an excellence journey. Working backward from the date of launch, the development of standard work for any management system element was a three-month process. The core team engaged the leadership team every quarter to decide which management system element would be introduced in the rolling year. The first draft was shared with the senior leadership, which included the chief of staff, for their in-principal acceptance of the broad outline of the standard work, the language used, and what the management system was expected to achieve, six weeks in advance of the launch date. Having a standard work development process clearly articulated to everyone in the organization completely eliminated any last-minute surprises, significantly reduced resistance from the pilot areas for introducing the management system elements in their area, and allowed teams to plan their workload during the implementation period.
