In the second instance, the team essentially takes what already exists and gives it a new name or branding, making it their own. To a certain extent this is understandable but, as with the first instance, takes time and energy without necessarily improving the approach. A lot of the time the argument is that it helps the team to associate better and to take ownership but the danger is that we end up with standard approaches being given jingoistic names or terms that do not facilitate easy discussion or cross-sharing.
In the final manifestation, the team performs a real improvement (Kaizen) to the approach and this results in something that appears better than the original. Nevertheless, the risk with this approach is that, if it's done before the original approach has been trialled and tested, it may not be a real improvement and may in fact really be a cleverly disguised manifestation of 1 or 2.
In my experience the organisation is better served by taking the existing approach and experimenting with it within the company. Try it out, see what works and what doesn't and only change it when there is a clear and real problem statement. Innovate and improve, by all means, but for the right reasons; increasing the value for the Customer and delivering solutions that better serve them; not simply because one has a preference for a different way.
PDCA / Kaizen in action: Standards are the basis for continuous improvement
This takes Leadership who will visibly demonstrate an adherence to standards and act as teachers in the workplace, helping the team members to follow the standard ways-of-working and to problem solve to innovate and improve. When this level of focus on Excellence is apparent, the Business will prosper, with the Team Members focussed on improving Products and Services for their Customer and looking outward instead of inward.
To end, I want to quote Gary Kaplin, M.D., CEO of Virginia Mason:
When I first stood up in front of physicians in 2002 and talked about standard work, people asked, “What are you talking about? Do you mean standardized mediocrity?” Well in 2008, we had a professional staff meeting on the topic of standard work, and the conclusion from the doctors in the trenches was we need much more standard work. They realized waste you can take out of the processes through standard work, and it gives them the ability to use their skills much more effectively.
Source: http://ethix.org/2011/01/11/dr-gary-s-kaplan-determined-steps-to-transformation, January 11, 2011
"I aim to promote the global sharing of best practices in the application of Lean Thinking."