Standarized Work Presentation

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Standardized WorkLine Balancing

Line Staffing

4/22/2009 @2008 Performing Better & Better, All rights reserved 24/22/2009 @2008 Performing Better & Better, All rights reserved 2

Today’s Agenda:Standardized Work (SW)

Intro to SW;Elements of SW

Takt Time (TT)Work Sequence

Standardized Work Combination (SWC) ChartStandardized Work Diagram (SWD)Standardized Work Instructions

Standardized Work in Process (SWIP)

Balancing the LineStaffing the LineGeorge’s “End-of-the-Talk” Question…Q&A 55 Slides in 75 minutes which means…

Takt Time = 81.81818181818181 sec.!


Standardized Work

the foundation for consistent and stable quality.

This consistency and stability is the first step toward Continuous

Improvement (Kaizen).

is...


Why Standardized Work?

• Creates efficient production sequence with less waste.

• Guarantees quality for the customer.

• Maintains safety.

• Prevents equipment damage.

• Achieves better efficiency.

The System which can be easily understood


Standardized Work

• Built for and around people and is thefoundation for all

processes. • Safest Most Efficient

Method to do the Process Next Team member in the

process will not have to go through the same growing and learning

challenges

The System enables everyone to find problems


Standardized Work

Objective or Purpose• Performing standardized work allows for a clear and visible 'standard'

operation. Deviation from standardized work indicates an abnormality, which is then an opportunity for improvement.

When to Use ItApplicable almost anywhere!

What is It?• Standardized Work is the

most efficient combination of person, machine, and material.

• The three elements of standardized work are:

1) Takt time2) Work sequence


3) Standardized work-in-process

5S

TPS

JidokaJIT

Communication Problem Solving

Heijunka Standardized Work

Kaizen(Leveling & Sequencing)

Goal:•Highest quality•Lowest cost•Shortest lead time


Focuses on experienced employees

Comes from the office/ factory

Builds teamwork vs. individual incentive

Provides game plan (playbook)

Standard Work

Documents the current best process

Defines expectations in quality, safety and Takt time

Used as training aid (for new employees)

4/22/2009 @2008 Performing Better & Better, All rights reserved 84/22/2009 @2008 Performing Better & Better, All rights reserved 8People using standardized processes get defined results

People

Defined Results

StandardizedWork

People using different processes get different results

Process 1

Process 3Process 2

TraditionalMethod

To Reduce Variation In The Process

People

StandardizedProcess


TIME

IMP

RO

VEM

EN

T

KK

K

K

K

K

K

K

K

S

S

SS

K = KaizenS = Standardized Work

Standardization Sustains Results


Work Standards:• Set by experts to determine fair

pay and performance standards• Used to motivate people to desired

output levels

Problems:• Competitive game • Anxiety/animosity• Kid ourselves – “one best way”

Standardized Work vs. Work Standards- Not The Same!


Elements of Standardized Work

1. Takt Time – Set the pace to meet the customer demand

2. Work Sequence – Everyone performs the work using a standard method


3. Standardized Work-In-Process Establish the minimum running stock to be kept at the work stations

Consistent performance of a task by all employees in same job classification, with respect to:

Establish and Document Flow

Establish and Document Inventory Standards


Standardized Work In Process (SWIP)

Work Sequence

Takt Time

• Determine Takt Time

• Establish Flow

First Element Of Standardized Work


Available Time

Daily DemandTakt Time

Takt Definition

From the German word Taktzeit (clock cycle), Takt refers to the measure, meter or beat of movement.

For the Lean enterprise, Takt time is the pace at which items need to be produced in order to satisfy customer demand. It is the heartbeat of the market and the drumbeat of production.

=


Takt time is…• The heartbeat of the

process• The time interval at which

a finished product MUST come off the line to meet the customer’s needs

• The voice of the customer

Cycle time is…• The time between two

consecutive parts produced in a particular process

• The voice of the process

Takt Time vs Cycle Time

Takt time and Cycle Time are NOT the same. TT is driven by the customer; CT by the process. Also, CT is not the same as Processing Time. For example, we might have multiple parts processed simultaneously – e.g. painting process -; Each enters and exits the process every “x” seconds while the Processing Time for each part is longer.


Customer Demand160 trucks/week = 32 trucks/day

Time Available (per shift)510 min (8.5 hr x 60 min/hr)

- 30 min (Lunch)- 20 min (2 - 10 min breaks)- 15 min (Ergonomic stretch)- 15 min (5S)

430 min/day

430 min/dayTakt Time = = 13.4 min/truck

32 trucks/day

Takt Time Determination

Available Time

Customer DemandTakt Time =

Time

Unit=



Takt Time

Work Sequence

A. Standard Work Combination (SWC) Chart

B. Standard Work Diagram

C. Standard Work Instructions

Documentation of the Standard Process

Second Element Of Standardized Work


• Establishes a routine for work to be performed

• Establishes a relationshipbetween employee and equipment

• Provides a basis for improvement by making waste visual

A. Standardized Work Combination (SWC) Charts


Time (Min) 1 2 3 4 5 6 7 8 9 1

011

2

3

1

5

2 Min

3 Min

1 Min

5 Minutes

Operator WaitsAnswer call & find record in computer

Type Updates

End Call

Wait for confirmation of updated record

Waste of WaitingCall Center Operator Call Time = 6 Minutes

Total Process Cycle Time = 11 Minutes

• What is the Phone Operator Work Time?• What is the Total Cycle Time?• Where is the Waste?

Idle TimeHuman Time

Computer Time

TaktTime

Example – Call Center Process


The Standard Work Diagram Illustrates How the Cell is Operated

Takt Time =181 Sec

B. The Standardized Work Diagram


Drill

Insp & Label Mill

1

1

1

Standard Work in Process (SWIP)

Safety Device

2

3 1Operation Number

100

100

100 Raw Stock

Operator Flow

Quality Check or Poka Yoke

100

100

100

Finished Goods Takt Time 181 Sec

Material Flow

How To Read The Standard Work Diagram


C. Standardized Work Instructions

Objective or Purpose

• The best, easiest, safest way you know today to perform the work

• Only one standard at a time• Documentation of know-how• Objective, simple, conspicuous• Consistent with quality, delivery,

cost requirements• Based on the skilled employee

When to Use ItImplementation of all formal processes.

What is It?

Simple combination of text and graphics creating a step by step work reference on how to do our job – the same way – the right way every time.


Area Reserved for Photos and Illustrations

Operation Step No. per SWC Chart

Description of Element Based on SWC Chart

Time & Frequency of Elements

Safety Information

C. Standard Work Instructions

Toyota Format


Standard Work InstructionsStandardized Work Instructions

TPM

Page 1: Generalized Instructions for Operation

Subsequent Tabs for Specific Instructions for Operation like Inspection

Specifics

First Page for General Instructions… Back-up Tabs for More Specific Instructions

STANDARDIZED WORKSHEET DEPARTMENT \ LINE \ SECTION Takt TIME

WORKSHEET #:REVISION: PROCESS

COACH:

MAINTENANCE: PART NAME

ENGINEER:SAFETY: PART #

TIME ELEMENTS (Sec)WORK SEQUENCE LAYOUT STEP # WORK STEPS FREQ. MAN. AUTO WALK POSSIBLE

1 Inspect Light Curtain at beginning and mid shift 22 Unload Part and aside it to shelf WIP 1 5 Burn3 Get & Load Part to mold 1 10 Burn4 Cycle Start machine by pressing 1 palm switch 1 55 Machine Mold Cycle A 1 1206 Walk to Trim 1 57 Trim Part to Trim Specifications # xyz 1 358 Inspect to Trim and Mold Standard XYZ & aside 1 10 Cuts

1

Change Blades 2 x per shift

TOTALS

LOCK(S)

CC T

PM

IN-PROCESSSTOCK

SAFETYERGONOMICS

CRITICALCHARACTERISTICS

QUALITYCHECK

QUICKCHANGEOVER

VISUALFACTORY

TOTAL PROD.MAINTENANCE

ZERODEFECTS

TPMWIP = 1 Piece

C/C

TPM

WIP = 1 Piece

Picture of Trim

Show Detail Trim or Quality Standards

Standardized Work Instructions


IN-PROCESS

STOCK

SAFETYERGONOMICS

CRITICAL

CHARACTERISTIC CHECK

QUICKCHANGEOVER

VISUALFACTORY

TOTAL PROD.

MAINTENANCE

ZERO

DEFECTS

QUALITY

C

C TP

M

Standardized Work Instructions – Toyota Format (Work Sequence Symbols)

Special Material(lube, computer program, etc.)

Safety hazards, checks & notations

Customer critical process, settings: Process Control

Quality checks against a specific standard or SPC

Single Minute Exchange of Die (SMED)

Visual instruc.: Place container Kanbancard, Taktboard

TPM Instruc. or elements,

Mistake-Proofing in place


Standard Method Sheet Example


Takt Time

Work Sequence


• Standardized Work In Process (SWIP)

Third Element Of Standardized Work


Obtain Documentation

Review Credit

Prepare Loan Application

1

1

1

2

3 1

111111

The inventory level required at each workstation to support continuous flow in loan approval process.

SWIP

Standardized Work-in-Process


Total Processing TimeTakt TimeSWIP Goal =

Standardized Work-in-Process Calculation

Processing Time = Manual + Automatic

4/22/2009 @2008 Performing Better & Better, All rights reserved 30

Operation #Auto & Manual

1 502 503 404 205 306 3007 108 80

580 / 100 = 6 SWIP

580

Takt Time = 100 minutes

Calculating SWIP


Operation #Auto & Manual SWIP

1 502 503 404 205 306 3007 108 80

Calculating SWIP (con’t)


3rd Level –SOP Located at Cell to Support Instructions1st Level - Standardized Work

Diagram Posted At Cell Level. Shows How Cell is Run, Takt, Pull, Flow.

Std Work Instructions

2nd Level -Standardized Work Posted at Activity Level

Three Levels of Standardized Work

•Takt Time = 181 Secs


Who Establishes Standardized Work?

Team Members &Team Leaders

It is the team in charge of the area that determines the Standardized

Work and improves it.


Results of Following Standardized work

Constant Cycle Time

Safe Workplace

Equipment Damage Minimized

Quality Requirements Achieved

Balancing the Lineand

Creating Continuous Flow


Load Chart

Objective or Purpose

• Break the Total Work Content (TWC) into manageable pieces that can be assigned in a way that meets customer need.

• Optimize task assignments within a cell based on resource availability.

When to Use ItDevelopment or improvement of a product/process cell.

What is It?A method of scheduling, associating and assigning tasks to optimize the cell and meet Takt time.


0102030405060708090

100

Bill Mary Tom

95 m T/T

Operators

Tim

e

OP 1

OP 2OP 4

OP 3OP 5 OP 6

OP 7

OP 8

OP 9

1. Rough Turn2. Finish Turn3. Deburr

4. Mill Slots

5. Deburr

6. Drill Holes 9. Inspect

8. Wash

7. Grind

0102030405060708090

100

Bill Mary Tom

95 m T/T

Operators

Tim

e

OP 1

OP 2OP 4

OP 3OP 5 OP 6

OP 7

OP 8

OP 9

1. Rough Turn2. Finish Turn3. Deburr

4. Mill Slots

5. Deburr

6. Drill Holes 9. Inspect

8. Wash

7. Grind

Line Balancing Example

Before balancing:9 OperatorsSignificant difference in workloads

0102030405060708090

100 95 m T/T

Operators

Tim

e

OP1

OP2

OP4

OP3

OP5

OP6

OP7

OP8

OP9

Rough

Turn

Finish

TurnDeburr

Mill

SlotsDeburr

Drill

HolesInspectWashGrind

0102030405060708090

100 95 m T/T

OP1

OP1

OP2

OP2

OP4

OP4

OP3

OP3

OP5

OP5

OP6

OP6

OP7

OP7

OP8

OP8

OP9

OP9

Rough

Turn

Rough

Turn

Finish

Turn

Finish

TurnDeburr

Mill

Slots

Mill

SlotsDeburr

Drill

Holes

Drill

HolesInspectWashGrind

After balancing:• 3 Operators• Workloads closely matched

http://www.reuters.com/article/domesticNews/idUSTRE51G0WE20090217

http://www.detnews.com/apps/pbcs.dll/article?AID=/20090124/AUTO01/901240355

http://www.mysanantonio.com/news/top_news/Toyota_plant_cuts_hours_freezes_pay.html




What if CT is greater than TT… is this an issue?

What if CT is less than TT?

Questions


Identifying Constraints

Throughput is the rate at which you produce your desired output.It is one of your critical measurements.

Throughput should not exceed customer demand rate. This is controlled through Takt time.

The constraint (bottleneck) is the process step with the highest cycle time and is greater than the required Takt time for the desired customer output.Constraints can be identified by identifying processes with: longest cycle times, late parts, backlogs, excess WIP, defects, etc.There is only ONE BOTTLENECK at a time.

You must maximize the output of your constraint.


The Detroit Metropolitan Airport

You fly from Frankfurt to DetroitYou rush to get off the planeYou rush to get to passport controlYou rush to the shortest line in passport controlYou rush through passport controlYou rush to get to baggage claimYou wait 20 minutes for your luggage

You are only as fast as your fastest “constraint.”


Payment GoesOut

Step F Step E

Invoice Comes

In

Step A Step B

Step C

Step D

CT=21 CT=36

CT=33

CT=15

CT=23CT=17

Required Takt Time = 32

ExampleWhere is the greatest constraint for the accounts payable process?


Payment GoesOut

Step F Step E

Invoice Comes

In

Step A Step B

Step C

Step D

CT=21 CT=36

CT=33

CT=15

CT=23CT=17

Required Takt Time = 32

Example

Total Process Time = 145m

Where is the greatest constraint for the accounts payable process?


A B C D E F0

10

20

30

40Min.

Takt Time = 32 Min.

Cycle Time

Questions to Ask:• Is this line

balanced or unbalanced?

• What methods could we use to balance this line?

• Where is the bottleneck?

Load Chart Example

Person/OperationGoal = Balance the Line…Cycle Time < Takt


Person/OperationA B C D E F

0

10

20

30

40Min.

First Constraint

Second Constraint

Cycle time includes any setup time at the operation.

Takt Time = 32 Min.

Goal: Cycle Time < Takt Time


Once the constraint has been identified• Reduce your constraint time by applying Lean Six Sigma

tools such as:

- Standardized Work, SMED, TPM, Kanbans, Line Balancing, 5S, 7 Wastes, etc.

• Continue to improve until constraint time is below Takttime.

• If constraint time cannot reach desired Takt time:

– Apply buffer inventory in front of process

– Add additional equipment

– Add additional people

You must maximize the output of your constraint!!!

Constraint Management


Items in a process that may not be changed or moved such as:Large machineryComputer System

Always challenge the idea that it’s really a monument.If it cannot be changed, be creative about ways to work around the monument.Over time your project improvements can become monuments. Six months from now process owners may not want to make further improvements.

Be aware of these and don’t let them stop the progress of your effort.

Constraint ManagementBoulders / Monuments


Completed Load ChartTakt Time vs. Cycle TimeRebalance Work Load

A B C D E F0

5

10

15

20

25

30

35Min

Person/Operation

Takt Time = 32 Min.

Note: The ideal situation is to put the least loaded station/position at the end of the line and “pull” the material through.

This provides for continuous cycle time improvement to eventually eliminate the final position and use that person for other efforts.

Line Balancing

Balanced Line Cycle Time < Takt Time

Staffing the Line


( 3 + 3 ) + ( 10 ) + ( 5 ) =21

People Required = 21

10.5= 2

0.0

2.0

4.0

6.0

8.0

10.0

12.0

LATHE # 1 LATHE # 2 DRILL D-BURR

MINUTES

SETUP LOAD MACHINE RUN

MACHINE RUN TIME ( no people required )

ALL REQUIRE A PERSON TO PERFORM

t/t = 10. 5 min

Total Manual Cycle Time

Takt Time

# of Employees Required

=

Staffing Requirements Example

Machine run time is excluded from the calculation.

MANUAL PROCESSING


Product Process Flow Analysis


Another one of George’s “End-of-the-Talk” Questions…


Previous Talks’ Qs


Isn’t THIS, in fact, The Challenge?


So, we talked – briefly! - about:

Standardized Work (SW)Elements of SW

Takt Time (TT)Work Sequence

Standardized Work Combination (SWC) ChartStandardized Work Diagram (SWD)Standardized Work Instructions (SWI)

Standardized Work in Process (SWIP)

Balancing the LineStaffing the Line

Q&A … if any!


http://www.youtube.com/watch?v=1SNa-jTRSY4http://www.youtube.com/watch?v=U0_ktNqbQyU&feature=relatedhttp://www.msnbc.msn.com/id/21134540/vp/16639525#16639525

http://www.youtube.com/watch?v=1SNa-jTRSY4

http://www.youtube.com/watch?v=U0_ktNqbQyU&feature=related

http://www.msnbc.msn.com/id/21134540/vp/16639525#16639525

Standarized Work Presentation

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