Before State: Overview

Haworth had long invested in Lean fundamentals like Standard Work and Job Breakdown Sheets (JBS), but over time, daily application and energy around these tools faded. Processes were documented, yet inconsistently followed. Classroom training existed, but lacked a structured method to ensure on-the-floor reinforcement. Operators and supervisors felt disconnected from the real power of Lean practices, and continuous improvement activities lost momentum. Haworth recognized that revitalizing their core Lean practices — starting with a stronger foundation of Job Breakdown Sheets, Standard Work and Time Observations, 8 Wastes, and PDCA — was critical to restoring consistency, engagement, and true operational excellence.