© Operational Excellence Consulting. All rights reserved.
Standard
Work
Create, Stabilize, Improve
© Operational Excellence Consulting. All rights reserved. 2
Learning Objectives
1. Understand the importance of standardiz...
© Operational Excellence Consulting. All rights reserved. 3
Contents
1. Introduction
2. Standardization
3. Standards
4. St...
© Operational Excellence Consulting. All rights reserved. 4
What Is Standard Work?
• Standard work establishes the best an...
© Operational Excellence Consulting. All rights reserved. 5
What Is Standard Work?
• Written for operators or the frontlin...
© Operational Excellence Consulting. All rights reserved. 6
What Standard Work IS NOT
• ISO 9001, cGMP or other regulatory...
© Operational Excellence Consulting. All rights reserved. 7
Standard Work Creates Stability &
Consistency in a Lean Produc...
© Operational Excellence Consulting. All rights reserved. 8
Standard Work Assures Quality &
Prevents Defects From Happenin...
© Operational Excellence Consulting. All rights reserved.
“Where there is no
standard, there
can be no Kaizen.”
- Taiichi ...
© Operational Excellence Consulting. All rights reserved. 10
Standard Work Forms the Baseline for
Continuous Improvement
© Operational Excellence Consulting. All rights reserved. 11
Benefits of Standard Work
• Clarifies the process
• Documents...
© Operational Excellence Consulting. All rights reserved. 12
The Framework of Standardization
The practice of setting,
com...
© Operational Excellence Consulting. All rights reserved. 13
What is Standardization?
Standardization is the practice of s...
14© Operational Excellence Consulting. All rights reserved.
Ladder of Standardization
6. Improvement of management methods...
© Operational Excellence Consulting. All rights reserved. 15
Standard Work Overview
3 Requirements
3 Elements
3 Forms
Actu...
© Operational Excellence Consulting. All rights reserved.
Standard
Pig
Game
© Operational Excellence Consulting. All rights reserved. 17
What is a Standard?
A standard is a rule or example that prov...
© Operational Excellence Consulting. All rights reserved. 18
Key Features of Standards
1. Standards represent the best, ea...
© Operational Excellence Consulting. All rights reserved. 19
The Lack of Standards Creates
Waste and Frustrations
Which di...
© Operational Excellence Consulting. All rights reserved. 20
A Good Standard Should Identify
Normal vs. Abnormal Condition...
© Operational Excellence Consulting. All rights reserved. 21
Three Steps to Establish Standards
© Operational Excellence Consulting. All rights reserved. 22
What is Standard Work?
Standard work is an agreed-upon set of...
© Operational Excellence Consulting. All rights reserved. 23
Standard Work
• Prerequisites for standard
work
 5S and visu...
© Operational Excellence Consulting. All rights reserved. 24
Six Characteristics of Standard Work
Complete
ClearCorrect
Co...
© Operational Excellence Consulting. All rights reserved. 25
Ideal Conditions for Standard Work
• Work point of view
 Wor...
© Operational Excellence Consulting. All rights reserved. 26
Three Elements of Standard Work
Takt Time
Standard
Work
Seque...
© Operational Excellence Consulting. All rights reserved. 27
 If Takt Time and Cycle Time are not the same, an imbalance
...
© Operational Excellence Consulting. All rights reserved. 28
Four Steps to Standard Work
1. Create a Process Capacity Tabl...
© Operational Excellence Consulting. All rights reserved. 29
Maintaining Standard Work
• Establish standard operations thr...
© Operational Excellence Consulting. All rights reserved. 30
Methods to Increase Productivity
How to
Increase
Productivity...
© Operational Excellence Consulting. All rights reserved. 31
True versus Apparent Efficiency
Before we made 100
parts with...
© Operational Excellence Consulting. All rights reserved. 32
Procedure for Kaizen
Text
TextText
Text Text
Text
2.
Analyze ...
© Operational Excellence Consulting. All rights reserved. 33
Kaizen is Endless
Current State
Standardize
StandardizeKaizen...
© Operational Excellence Consulting. All rights reserved.
About
Operational Excellence
Consulting
© Operational Excellence Consulting. All rights reserved. 35
About Operational Excellence
Consulting
• Operational Excelle...
© Operational Excellence Consulting. All rights reserved.
To download this presentation,
please visit us at:
www.oeconsult...
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Lean Standard Work - The Key to Stable & Consistent Processes by Operational Excellence Consulting

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In manufacturing operations, standard work is a key element in eliminating process waste and excess inventory and in achieving balanced and synchronous production. Standard work is an agreed upon set of work procedures that effectively combines people, materials and machines to maintain quality, efficiency, safety and predictability. As a foundation stone in Lean manufacturing, standard work establishes the best activities and sequence steps to maximize performance and minimize waste.

OBJECTIVES:

1. Understand the importance of standardization in Lean production
2. Identify the key benefits and applications of standards and standard work
3. Acquire knowledge of standard work concepts, principles and tools to create stable and repeatable processes to maximize performance and minimize waste

CONTENTS

1. Introduction
- What is Standard Work?
- What Standard Work Is Not
- Where Did Standard Work Originate?
- Standard Work Creates Stability & Consistency in a Lean Production System
- Standard Assures Quality & Prevents Defects from Happening
- Standard Work Forms the Baseline for Continuous Improvement
- Benefits of Standard Work
- The Framework of Standardization

2. Standardization
- What is Standardization?
- Standardization & Simplification
- Subjects for Standardization
- Documents in Manufacturing
- List of Work Standards
- Filling Out Work Instructions
- Work Elements & Unit Analysis
- Operation Instruction Sheet
- Standard Work Overview
- Job Instruction
- Standard Pig Game

3. Standards
- What is a Standard?
- The Lack of Standards Creates Waste & Frustrations
- Example of How the "Stop" Sign was Standardized
- Applications of Standards
- Three Characteristics of a Good Standard
- Types of Standards
- Value of User-friendly Standards
- Problems with Standards Communications
- Three Steps to Establish Standards

4. Standard Work
- What is Standard Work?
- Standard Work
- Six Characteristics of Standard Work
- Standard Work Must Be Current
- Standard Work Must Be Complete
- Standard Work Must Be Clear
- Standard Work Must Be Correct
- Standard Work Must Be Concise
- Standard Work Must Be Communicated

5. Implementing & Sustaining Standard Work
- Ideal Conditions for Standard Work
- Components of Standard Work
- Elements of Standard Work
- Takt Time
- Standard Work Sequence
- Standard Work In Process
- Four Steps of Standard Work
- Process Capacity Table
- Standard Operations Combination Chart
- Work Methods Chart
- Standard Work Chart
- Basics of Time Measurement
- Maintaining Standard Work
- Improving Standard Work

6. Improving Standard Work
- Methods to Increase Productivity
- True versus Apparent Efficiency
- What is Waste?
- Eight Types of Waste
- 3Ms: Muda, Mura & Muri
- Procedure for Kaizen
- Key Points for Standardized Work
- One Piece Flow versus Large Lots
- Standard Work & Safety
- 5S Principles
- Kaizen is Endless

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Lean Standard Work - The Key to Stable & Consistent Processes by Operational Excellence Consulting

  1. 1. © Operational Excellence Consulting. All rights reserved. Standard Work Create, Stabilize, Improve
  2. 2. © Operational Excellence Consulting. All rights reserved. 2 Learning Objectives 1. Understand the importance of standardization in Lean production 2. Identify the key benefits and applications of standards and standard work 3. Acquire knowledge of standard work concepts, principles and tools to maximize performance and minimize waste Copyrights of all the pictures used in this presentation are held by their respective owners.
  3. 3. © Operational Excellence Consulting. All rights reserved. 3 Contents 1. Introduction 2. Standardization 3. Standards 4. Standard Work 5. Implementing & Sustaining Standard Work 6. Improving Standard Work NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
  4. 4. © Operational Excellence Consulting. All rights reserved. 4 What Is Standard Work? • Standard work establishes the best and most reliable methods and sequences for each process and each worker Materials and parts MeasurementsPeopleMethodsMachines (equipment) Feed in materials Ship to customers
  5. 5. © Operational Excellence Consulting. All rights reserved. 5 What Is Standard Work? • Written for operators or the frontline staff • Kept visible in the the work area, e.g. near an operator’s machine or work station • Documented using lots of visuals and pictures instead of narrative text • A reference for use in the real workplace outlining the actions to be performed, any needed tools, materials, work flow, and work pace expected at that position
  6. 6. © Operational Excellence Consulting. All rights reserved. 6 What Standard Work IS NOT • ISO 9001, cGMP or other regulatory standards • Static – once and for all – documentation of how to do a job • Restrictive – like a soldier’s “rules of engagement” • A process which stifles creativity and innovation • Created by leaders for operators or frontline staff
  7. 7. © Operational Excellence Consulting. All rights reserved. 7 Standard Work Creates Stability & Consistency in a Lean Production System Stability Heijunka Standardized Work Kaizen Just-In-Time • Continuous flow • Takt time • Pull system • Flexible workforce Jidoka • Separate man & machine work • Abnormality Identification • Poka yoke • Visual Control Goals: highest quality, lowest cost, shortest lead times Involvement
  8. 8. © Operational Excellence Consulting. All rights reserved. 8 Standard Work Assures Quality & Prevents Defects From Happening Process Capability Standard DefectsDefects
  9. 9. © Operational Excellence Consulting. All rights reserved. “Where there is no standard, there can be no Kaizen.” - Taiichi Ohno Toyota Motor Company
  10. 10. © Operational Excellence Consulting. All rights reserved. 10 Standard Work Forms the Baseline for Continuous Improvement
  11. 11. © Operational Excellence Consulting. All rights reserved. 11 Benefits of Standard Work • Clarifies the process • Documents the best way to do a job • Ensures operating consistency • Expedites employee training • Provides the baseline for improvement
  12. 12. © Operational Excellence Consulting. All rights reserved. 12 The Framework of Standardization The practice of setting, communicating, following, and improving standards and standard work A rule or example that provides clear explanations A set of work procedures that establish the best and most reliable methods and sequences for each process and each worker Standardization Standard Work Standards
  13. 13. © Operational Excellence Consulting. All rights reserved. 13 What is Standardization? Standardization is the practice of setting, communicating, following, and improving standards • A standard provides the baseline upon which to measure the results of continuous improvement activities • If better results are obtained with the improved process, then the standard can be changed • The process of continually improving the standards is the path to reliable methods • Everyone must practice the standard consistently before standardization truly exists
  14. 14. 14© Operational Excellence Consulting. All rights reserved. Ladder of Standardization 6. Improvement of management methods: Information 5. Standardization of objects: Materials 4. Building standards into equipment: Production equipment, computers, etc. 3. Standards for jigs, tools and alarm devices: Measurement 2. Standards manuals to clarify work sequences: Methods 1. Procedures explained by veteran workers: People Step-by-step progress to higher levels of standardization Direction of improvement
  15. 15. © Operational Excellence Consulting. All rights reserved. 15 Standard Work Overview 3 Requirements 3 Elements 3 Forms Actual Standard Work in TPS • Repetitive cyclical work • High process and part quality • Low equipment downtime • Process capacity table • Standardized work combination chart • Standardize work chart • Takt time • Work sequence • Standard work in process Definition: A document centered around human motion that combines the elements of a job into the most effective sequence without waste to achieve the most efficient level of production. If these forms and conditions are not met then it is not true standard work. The task is probably best suited by some form of work instruction or other standard.
  16. 16. © Operational Excellence Consulting. All rights reserved. Standard Pig Game
  17. 17. © Operational Excellence Consulting. All rights reserved. 17 What is a Standard? A standard is a rule or example that provides clear explanations • Continuous improvement methods depend on identifying, setting and improving standards • Standards form the baseline for all improvement activities and breakthrough goals you strive to achieve
  18. 18. © Operational Excellence Consulting. All rights reserved. 18 Key Features of Standards 1. Standards represent the best, easiest, and safest way to do a job 2. Standards offer the best way to preserve know-how and expertise 3. Standards provide a way to measure performance 4. Standards show the relationship between cause and effect 5. Standards provide a basis for both maintenance and improvement
  19. 19. © Operational Excellence Consulting. All rights reserved. 19 The Lack of Standards Creates Waste and Frustrations Which dial turns on the burner? Which is the right plug?
  20. 20. © Operational Excellence Consulting. All rights reserved. 20 A Good Standard Should Identify Normal vs. Abnormal Condition Adding a simple gauge label enables any employee to easily detect abnormalities at a glance and at a distance. Without the label, only a trained inspector would know if the temperature or pressure setting is correct. Drive tension guides help operators inspect for proper tension on the drive system. Using red and green color blocks, these visuals indicate when a chain or belt needs to be tightened or replaced. Placing a green and red striped label behind the oil sight tube helps operators quickly detect when oil levels are too high or too low.
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 Three Steps to Establish Standards
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 What is Standard Work? Standard work is an agreed-upon set of work procedures that establish the best and most reliable methods and sequences for each process and each worker • Standard work aims to maximize performance while minimizing waste in each person’s operation and workload • Standard work is the fluctuating level of optimum work to be done by people and machines each day to meet customer demand
  23. 23. © Operational Excellence Consulting. All rights reserved. 23 Standard Work • Prerequisites for standard work  5S and visual controls  Quick changeover  Mistake-proofing  Total productive maintenance  Human automation  Cellular manufacturing  Pull production with kanban  Line balancing
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 Six Characteristics of Standard Work Complete ClearCorrect Concise CurrentCommunicated Characteristics of Standard Work
  25. 25. © Operational Excellence Consulting. All rights reserved. 25 Ideal Conditions for Standard Work • Work point of view  Work is centered around human motion  Work is done the same way each time  Small variation in work content • Equipment point of view  Minimal trouble with machines  Minimal fluctuation in production volume • Quality point of view  Minimal trouble in process quality  Minimal trouble in parts and material
  26. 26. © Operational Excellence Consulting. All rights reserved. 26 Three Elements of Standard Work Takt Time Standard Work Sequence Standard Work-In- Process Inventory
  27. 27. © Operational Excellence Consulting. All rights reserved. 27  If Takt Time and Cycle Time are not the same, an imbalance exists in the operating system  If Cycle Time is less than or equal to Takt Time, production will satisfy customer demand  If Cycle Time is greater than to Takt Time, production cannot satisfy customer demand Takt Time and Cycle Time A B C D E Step A1 Step B1 Step A2 Step B2 Step A3 Step B3 Step C1 Step C2 Step C3 Step C4 Step C5 Step E1 Step E2 Step E3 Step E4 Step E5 Step D1 Step D2 Step D3 Step D4 Step D5 Operators Takt Time (60 sec) Step A4 10 20 30 40 50 60 0
  28. 28. © Operational Excellence Consulting. All rights reserved. 28 Four Steps to Standard Work 1. Create a Process Capacity Table 2. Create a Standard Operations Combination Chart 3. Create a Work Methods Chart 4. Create a Standard Work Chart
  29. 29. © Operational Excellence Consulting. All rights reserved. 29 Maintaining Standard Work • Establish standard operations throughout the factory • Make sure everyone understands the importance • Trainers must be committed to the operations they teach • Post visual displays to remind everyone • Post graphic and text descriptions • Reject the status quo • Conduct group improvement activities regularly • Systematically pursue improvements in standard work
  30. 30. © Operational Excellence Consulting. All rights reserved. 30 Methods to Increase Productivity How to Increase Productivity? Quantitative Approach More Workers More Machines Work Longer Qualitative Approach Work Harder Eliminate Waste & Simplify Current 1 Man 1 Machine 100 Units 1 Hour Future 1 Man 1 Machine 120 Units 1 Hour Focus of TPS
  31. 31. © Operational Excellence Consulting. All rights reserved. 31 True versus Apparent Efficiency Before we made 100 parts with 10 people. Now we can make 120 with the same manpower! A real improvement would be to make 100 parts with only eight people on the production line! But we only need 100 parts to meet demand. The rest is over-production
  32. 32. © Operational Excellence Consulting. All rights reserved. 32 Procedure for Kaizen Text TextText Text Text Text 2. Analyze the Current Situation 3. Generate Original Ideas 6. Evaluate the New Method 5. Implement the Plan 1. Clarify the Goal 4. Develop Implementation Plan
  33. 33. © Operational Excellence Consulting. All rights reserved. 33 Kaizen is Endless Current State Standardize StandardizeKaizen Kaizen Kaizen P DC A Kaizen (改 善) = Continuous Improvement Plan DoCheck Act Future State
  34. 34. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  35. 35. © Operational Excellence Consulting. All rights reserved. 35 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg
  36. 36. © Operational Excellence Consulting. All rights reserved. To download this presentation, please visit us at: www.oeconsulting.com.sg END OF PARTIAL PREVIEW

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