EGR 599 Principles of Lean Systems Standard Work Overview 1

• Provide overview of standardized work concepts, tools and methods • Importance of standardized work for managing in a lean environment • Awareness of how to utilize this information to identify waste and plan opportunities for improvement

Learning Objectives 2

The written current best method for safe and efficient work that meets the required quality and provides the standard for continuous improvement 3

2

4

1

Definition of Standardized Work 3

1

• Created by a supervisor or engineering • Static; it is ever changing as workers continually improve the operation • Buried in some desk • Merely worksheets; it is a system for closely checking the actual performance of the production operations

Standardized Work Is Not . . . 4

• Tool to build in quality at each process • Manufacture only what sells and avoid over-production • Produce at lowest cost • Improve operations and minimize waste • Centered around human motion

The Role of Standardized Work 5

Value Added

Waste Motion/Work ??

Work Focus on waste identification and reduction

Necessary Non-value Added

Categories of Work Motion 6

2

Value Added

Waste is anything that takes • time • resources • effort • or space but does not add value to the product or service delivered to the customer

Waste

Motion/Work ??

Work

Necessary Non-value Added

Waste Defined 7

Necessary Non-Value Work is any activity that

Value Added

is necessary under the

Waste Motion/Wor k ??

current operating conditions, but adds no

Work

value to the product.

Necessary Non-value Added

Necessary Non-Value Work Defined 8

Value-added activities are those which add form, fit or

Value Added

Waste

function to the product. Any Motion/Work ??

activity that does not add form or function is considered nonvalue-added waste.

Work

Necessary Non-value Added

Value-Added Defined

9

3

• Defects • Waiting • Motion • Over Production • Inventory • Over Processing • Conveyance

Seven Major Wastes 10

• Work Point Of View • Centered around human movements • Work done the same way each time

• Equipment Point Of View • Minimal trouble with machinery or equipment • Minimal fluctuation in the operation of equipment or production time

• Quality Point Of View • Minimal trouble in processing quality

Pre-Requisites for Standardized Work 11

• Clear accessible documentation of the current best method • Reduces variation, same way between job rotations and shifts • Reduces costs from variation • Consistent quality results • Consistent quality increases • Competitiveness, customer satisfaction, job security. • New workers/operators learn quicker

What Are The Benefits? 12

4

• Learning from others’ experiences (shared learning) • Organizational knowledge • Easier to spot problems • Base for problem solving • Base for improvement • Expertise reflected in standard work Results in PROCESS STABILITY

What Are The Benefits? (cont’d) 13

• It serves as a foundation for continuous improvements • Basis for problem solving • All workers use standardized work once it is implemented • Post at line side, naming the (current) best method for “doing the job”

Standardized Work is a Baseline 14

Standard Work Sheet

Combination Time Table Part No. & Nam e Process Nam e No.

QPS Work Analysis Sheet

Required Per Shift Takt Time

Date Dept.

Time Man. Auto Walk

Operation

5

10

15

20

25

30

35

40

45

50

55

60

65

Man ual Auto matic Walking

70

75

80

85

90

95

10 0

Capacity Sheet Totals Date Part No. Manager

Step No.

Supervis or

Process Name

Produciton Capacity Sheet Mac hine No.

Manual Time

Line name

Part Name

Base Time Tools Machine Time To Change Time to Time Complete frequency change

Max Daily Output

Proces s ing Capacity

Group Name

Curr ent Output Per son / Day

Pcs

Remarks

Totals

Standard Work Forms 15

5

1. Takt Time 4

2. Work Sequence

3

5 6

2 1

3. (Standard Work-in-Process (SWIP))

1

6

2

5

3

4

Standard Work  in‐Process

Three Elements of Standardized Work 16

Standardized Work Sheet 1

Work Elements

Manual

Collect cup and return

Time Auto

Walk

3

Collect spoon and return

3

Collect tea and sugar and return Collect milk and return

5

Collect teapot and return

6

Place teabags in teapot

8

7

Fill kettle with water

10 5

9

Fill teapot with hot water

8

Return kettle

12

Pour tea into cup

3

180

5 3

120

5. Area Layout

Cell / Workstation Layout

Spoon

7. Safety & Quality Checks

Kettle

1

1

8 Cups

4

6

11 9 Work Area

4

Add milk

3

14

Add sugar

3

Stir with spoon

Cold Water 1 12

5

2. Work SequenceTimes

1. Work Sequence

32

66

300

Quality  Concern

In Process  Stock

7 Tea/Sugar

1 4

1 3

Milk

4 5

Tea Pot

Total Process Time Safety  Concern

Date: 01/07/2010 Approved by: MC Champ

SWIP: 0

2

2

13

15

3

2

Return kettle and boil water

Allow tea to brew

Written by: Luther Cottrell

Takt Time:  180

2

3

8

11

6

6

4

10

Tooling Required

4 4

2

4. SWIP

3. Takt Time

Operation Number: 15

Operation Name: Brew Tea

Standard Work Sheet Step No

2

6. Work Movement Spoon

#

Key Point

Health & Safety Points

***Perform all work according to applicable 1E specs***

17

Total available production time divided by total customer requirements

TAKT Time 18

6

Takt time is the time in which one part needs to be produced to satisfy customer demand 8.0 hours/ day

3/4h/day

Takt time =

total time available* total customer demand

5 min/day 1 shifts / day

10 min/day 7.0 h/day

8.0 hrs/shift

Includes machine inefficiencies/ breakdowns

Management allowances

Clocked time from operators

Lunch or breaks

5’s

Team meetings

Total time available

Note: Takt time makes no allowances for machine inefficiency (e.g. breakdowns, changeovers. In real life, the target cycle time is used instead of the takt when inefficiencies have to be taken into account in the production planning

TAKT Time

19

The actual time it takes to process 1 unit • includes human & machine work and walking & waiting time. • Measured by taking the average time measured over a representative sample size.

Cycle Time 20

• If TAKT Time and Cycle Time are not equivalent, an imbalance exists in the operating system • When TAKT Time and Cycle Time are equivalent, overproduction is prevented by maintaining the cycle 1 min. TAKT Time (1 min.)

Cycle Time

A

B

C Operators

D

E

TAKT & Cycle Time Relationship 21

7

1

6

2

5

3

4

Standard working sequence

Work Sequence is the order in which the work elements are done in a given process Note: When work sequence is not clear process steps vary, some may be omitted and defects occur.

Work Sequence 22

• Work occurs in a sequence of fixed steps • Sequence steps are always followed • Failure to follow work sequence can: • Compromise Safety • Cycle time fluctuation • Defects generated • Steps in process overlooked • Machinery may be improperly used and subsequently damaged

Work Sequence

23

The Standard Work In-Process (SWIP) is the minimum number of unfinished components necessary for the smooth completion of a work sequence. 1

6

2

5

3

4

Standard Work  in‐Process

Standard Work In-Process 24

8

• Why is Standard In-Process stock determined? • Minimizes the amount of in-process inventory between manufacturing steps in the same work station • Determines the minimum amount of stock required to keep the process running • Sets maximum stocking level

Controlling Standard In-Process Stock 25

• What is the difference between TAKT Time and Cycle Time? • Why is a standard work sequence necessary? • What is Standard In-Process Stock?

Reflection 26

Production Capacity Sheet Manager

Step No.

Supervisor

Produciton Capacity Sheet

Process Name

Machine No.

Part No.

Line name

Part Name

Max Daily Output

Base Time Tools Manual Machine Time To Change Time to Time Time Complete frequency change

Processing Capacity

Used

in processes that incorporate machines

Lists

the production capacity of each process

Shows the

Group Name

Current Output Person / Day

Pcs

Remarks

bottleneck process

Provides the

Becomes

Date

focus for Continuous Improvement activities

the basis for Standardized Work Combination Tables

Totals

27

9

OPERATIONAL TIME PER SHIFT (SECS) PRODUCTION CAPACITY = TIME TO COMPLETE +

SETUP TIME INTERVAL OF CHANGE

26,400

e.g.

150 300

43 +

PRODUCTION CAPACITY = 607 units

Production Capacity Sheet 28

Group

Date Part No. Manager

Supervisor

Produciton Capacity Sheet

Step

Part Name

1 Gear - Rough Cutitng 2 Gear- Edge Chamfering

Machine No.

Manual Time

GC-614

5

Machine Time

Max Daily

#8 Pinnion Tools

Base Time Process Name

No.

Line name

Name

WR2A N 24631 AD

Time To Complete

Change frequency

38

43

300

Output Time to change

Processing Capacity

150

607 2026

CH-228

6

7

13

2000

60

3 Gear - Front Finishing

GC-1444

6

38

44

300

150

593

4 Gear - Rear Finishing

GC-1445

6

30

36

300

230

718

5 Check

TS-1100

7

3

10

-

-

2640

593

Total Available

26400 Secs

Time (seconds)

Remarks

Totals

29

• The Standardized Work Combination Table is the result of examining the range of work a single work group member can cover. • It is based on the Takt Time.

Standardized Work Combination Table 30

10

• Why do we need to use SWCT? • Combines human and machine movement based on Takt Time • Determines the range of work for which an employee is responsible and the work sequence • Allows for judgment of the impact of a change in Takt or other operating parameter changes

Standardized Work Combination Table 31

32 Standardized Work Combination Table Example 32

People

are the focus of standardized work

Importance of People 33

11

• Defines safe work practices • Creative thinking leads to significant improvements in quality and productivity • Affects how workers efficiently interact with machinery • Assists in training new workers

Importance of People 34

• Define and complete std. work forms • Update SWS forms following continuous improvement activities • Maintain SWS forms. • Ensure conformance to the agreed standardized work sequence

Role of Team Leader/ Members 35

• Ensure consistency of approach across all work groups • Ensure that operators are conforming to the standardized work sequence • Provide appropriate guidance and support for continuous improvement and re-balance activity

Role of Production Management 36

12

• Standardized work must be updated each time there is a process or machine change • Management should review the operators standardized work (go and see) on a regular basis

Methods for Monitoring Sustainability 37

• Maintain safety at the job site • Maintain quality at the job site • Maintain correct work sequence • Insures training consistency and efficiency • Highlights problem solving opportunities

Why do We Need to Audit Standardized Work Sheets? 38

• Standardized Work Sheets for every production job function • Standardized work is fostered and understood by all employees • Workers are the focal point of standardized work

Key Points 39

13

“…High production efficiency has been maintained by preventing the recurrence of defective products, operational mistakes, and accidents, and by incorporating workers’ ideas. All of this is possible because of the inconspicuous standard work sheet.” - Taiichi Ohno

Standardized Work Summary 40

41

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