Standard Work

© Operational Excellence Consulting. All rights reserved.
Standard
Work
Create, Stabilize, Improve

© Operational Excellence Consulting. All rights reserved. 2
Learning Objectives
1. Understand the characteristics of standards in a Lean
production system
2. Identify the key benefits and applications of standards
and standard work
3. Acquire knowledge of standard work concepts,
process and documentation to create stable and
repeatable processes to maximize performance and
minimize waste
NOTE: This is a PARTIAL PREVIEW.
To download the complete presentation, please
visit: https://www.oeconsulting.com.sg

Contents
1. Introduction
2. Standardization
3. Standards
4. Standard Work
5. Implementing & Sustaining Standard Work
6. Improving Standard Work

What Is Standard Work?
§ Standard work establishes the best and most reliable
methods and sequences for each process and each
worker
Materials
and parts
Measurements
People
Methods
Machines
(equipment)
Feed in
materials
Ship to customers

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

Where Did Standard Work Originate?
§ Standard work methods were developed by Taiichi Ohno
and Shigeo Shingo at Toyota during the 1950’s and
1960’s
Taiichi Ohno Shigeo Shingo

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

Standard Work Assures Quality & Prevents Defects
From Happening
Process Capability
Standard
Defects
Defects

“Where there is
no standard,
there can be no
Kaizen.”
Taiichi Ohno
Toyota Motor Company

Standard Work Forms the Baseline for Continuous
Improvement
Kaizen
Standardization
S
D
C
A
P
D
C
A
Kaizen
Standardization
S
D
C
A
P
D
C
A

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

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

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

Standardization is the Way to Sustain the
Gains
Present
state
Future
state
Without
standardization, all
my improvements will
roll back with time…
STANDARDIZATION
Standardization is a tool that will ensure
your improvements will be sustained.
Improvement

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

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.

JOB BREAKDOWN SHEET
Operation :
Parts :
Tools & Materials :
Safety Equipment :
MAJOR STEPS KEY POINTS
What: A logical segment of
the operation when
something happens to
advance the work
How: Anything in a step that
might —
1. Make or break the job
2. Injure the worker
3. Make the work easier
1.
2.
3.
4.
!
Job Instruction
• Primary method for training
in Toyota
• Only a small part of the
basic teaching pattern in
Job Instruction training
• Is a simple tool for the
trainer to organize his or her
thoughts – it is not for the
learner
• Requires skill in learning
how to 1) Prepare, 2)
Present, 3) Try out, and 4)
Follow up in instruction

Standard
Pig Game

1
2 3
4
5
6
7
8
9
11
10
12
13
Time: 40 secs
Standard Pig: Round 3
ACTION!

The Lack of Standards Creates Waste and
Frustrations
Which dial turns on the burner?
Which is the right plug?

No Standards in the Early Days

Ireland
Morocco
Laos
China Brazil
Thailand
Canada
Today, the “Stop” Sign is Standardized

A Good Standard Should be Visual
A cross-training
matrix provides
visibility on the
current training
status of the team
Firefighting equipment, eye wash
stations, first aid stations, safety
showers, and other safety equipment
should be clearly marked with signage
to help employees easily locate them
throughout the facility.
Color-coded disposal
container station
ensures the right
waste is disposed into
the right container
John Mark Sue Jim
Pack Table Restocking X X X
Supply Shelf Restocking X X X
Handling Incompletes X
Equipment Maintenance X
File Organizing X X X X
Visual Charts X X X
Cleaning X X X X

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.

A Good Standard Should Coordinate Work
Visual work
instructions at the
work station help
the operator to
perform the steps in
the right sequence
Labels on the
machine help the
operator to loop the
tape in the right
positions
TWI Job Instruction pocket card helps
the trainer to coach new hires/operators
systematically (see Appendix for more
information on the TWI program)

Types of Standards
§ Regulations
§ Quality Standards
§ Specifications
§ Technical Standards
§ Process Standards
§ Manuals
§ Notices
§ Memos

Three Steps to Establish Standards
1. Create the
standard
2. Stabilize the
standard
3. Improve the
standard

Standard Work
Make it the only way:
• No alternatives left
Warning:
• Warns for abnormalities
Showing:
• One-point-lesson
• Visual information
Reading:
• Manuals
• Procedures
• Instructions
Fail-safe
Visual
control tools
Visual
aids
Procedures, Instructions and
Manuals
The Compliance Pyramid

Six Characteristics of Standard Work
Complete
Clear
Correct
Concise
Current
Communicated
Characteristics
of Standard
Work

Three Elements of Standard Work
Takt Time
Standard
Work
Sequence
Standard
Work-In-
Process
Inventory

Takt Time
Amount of production time per shift
number of products needed by the customer per shift
Amount of time to produce one product
7.5 hrs/shift x 60 minutes/hr x 60 seconds/min.
450 products needed by customer/shift
27,000 seconds/shift
450 products
60 seconds Takt Time
Example :
=
=
=
=
=

Standard Work Sequence
§ Line Balancing - How to evenly distribute work in a cell
so that Takt time can be met
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
A B C D E
Step A1
Step B1
Step A2
Step B2
Step A3
Step B3
Step A4 Step C1
Step C2
Step C3
Step C4
Step C5
Step E1
Step E3
Step E4
Step E5
Step D1
Step D2
Step D3
Step D4
Step D5
Operators
Takt Time ( 60 sec )
Step E2
10
20
30
40
50
60
0
Before
Line
Balancing
After
Line
Balancing

Four Steps to Standard Work
Step 1:
Create a Process Capacity Table
Step 2:
Create a Standard Operations Combination
Chart
Step 3:
Create a Work Methods Chart
Step 4:
Create a Standard Work Chart

Operational Excellence Consulting is a management training and consulting
firm that assists organizations in improving business performance and
effectiveness. Based in Singapore, the firm’s mission is to create business
value for organizations through innovative design and operational excellence
management training and consulting solutions. For more information, please
visit www.oeconsulting.com.sg

Standard Work

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