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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

Published in: Business, Technology

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 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 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 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
  6. 6. © Operational Excellence Consulting. All rights reserved. 6 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
  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 Kaizen Standardization S DC A P DC A Kaizen Standardization S DC A P DC A
  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. © Operational Excellence Consulting. All rights reserved. 14 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.
  15. 15. © Operational Excellence Consulting. All rights reserved. 15 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
  16. 16. © Operational Excellence Consulting. All rights reserved. 16 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.
  17. 17. © Operational Excellence Consulting. All rights reserved. 17 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
  18. 18. © Operational Excellence Consulting. All rights reserved. Standard Pig Game
  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 No Standards in the Early Days
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 Ireland Morocco Laos China BrazilThailand Canada Today, the “Stop” Sign is Standardized
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 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
  23. 23. © Operational Excellence Consulting. All rights reserved. 23 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.
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 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)
  25. 25. © Operational Excellence Consulting. All rights reserved. 25 Types of Standards  Regulations  Quality Standards  Specifications  Technical Standards  Process Standards  Manuals  Notices  Memos
  26. 26. © Operational Excellence Consulting. All rights reserved. 26 Three Steps to Establish Standards 1. Create the standard 2. Stabilize the standard 3. Improve the standard
  27. 27. © Operational Excellence Consulting. All rights reserved. 27 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
  28. 28. © Operational Excellence Consulting. All rights reserved. 28 Six Characteristics of Standard Work Complete ClearCorrect Concise CurrentCommunicated Characteristics of Standard Work
  29. 29. © Operational Excellence Consulting. All rights reserved. 29 Three Elements of Standard Work Takt Time Standard Work Sequence Standard Work-In- Process Inventory
  30. 30. © Operational Excellence Consulting. All rights reserved. 30 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 : = = = = =
  31. 31. © Operational Excellence Consulting. All rights reserved. 31 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
  32. 32. © Operational Excellence Consulting. All rights reserved. 32 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
  33. 33. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  34. 34. © Operational Excellence Consulting. All rights reserved. 34 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
  35. 35. © 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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