Introduction to standardized work november 2016

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Standardized Work Introduction

Thinking win, Win, WIN

Standardized WorkIntroduction

Marek Piatkowski – January 2017


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Introduction - Marek Piatkowski Professional Background

Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994

TPS/Lean Transformation Consulting - since 1994 Professional Affiliations

TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME

Lean Manufacturing Solutions - Toronto, Canada

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What is Standardized Work? Standardized Work is the best known method for manufacturing

products at a worksite. Standardized Work is a development of a starting point to measure

the interaction between operator, machine, and materials to be used as a problem solving tool.

Principles behind the Standardized Work: to perform production efficiently in a consecutive sequence by focusing on operator movements and by systematically combining work elements

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Henry Ford introduces a concept ofan Assembly Line and

Mass Production1913

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1913

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Why Standardize?

To standardize a method is to choose out of many methods the best one, and use it. What is the best way to do a thing? It is the sum of all the good ways we have discovered up to the present. It, therefore, becomes the standard.Today’s standardization...is the necessary foundation on which tomorrow’s improvement will be based. If you think of “standardization” as the best you know today, but which is to be improved tomorrow--you get somewhere. But if you think of standards as confining, then progress stops.

Henry Ford, Today and Tomorrow, 1926

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History of Toyota Production System - TPS

1951 Eiji Toyoda tours the U.S. for 6 weeks to visit factories and observe

production. For three weeks he is at Ford Motor Company as a guest of Henry Ford II. Eiji notes that Toyoda is behind Ford in many respects and can not

compete on a mass production basis. However he does believe they can emphasize their own unique attributes and style of production and improve upon what he observed.

Taiichi Ohno studies at Ford principles of mass production and Assembly Line.

Concept of Takt Time is created. Taiichi Ohno learns about Standardized Work. Initial

Standardized Work Charts are developed. Elimination of waste concept is created.

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Stability

GOAL: Highest Quality, Lowest Cost, Shortest Lead Time

1. Stable Manufacturing Processes2. 100% Quality Parts

Heijunka Standardized Work Kaizen

Just-in-Time Jidoka

Stop the lineand fix

the Problem

Separate man’s work from

machine’s work

ContinuousFlow

Takt Time

Pull System

The Toyota House

Toyota Product

ion System(TPS)

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2016A lot has changed in over 100 years

But a lot stayed the same …

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Standardized Work - Definition Standardized Work centers around human motion – Operator’s

movement It is a methodology that defines the interaction of the operator

and machine in producing a part. Standardized Work defines each step of the operation and combines

them into a Job – a Standard Job It details not only the steps of the job, but it defines the most

effective sequence, based on our current knowledge of the job and the technology, without waste, to achieve the most efficient level of production.

It provides a routine for consistency of an operation and a foundation of improvement.

In the Toyota Production System, any operation that is performed repetitively, should be standardized

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Purpose of Standardized Work The main purpose of Standardized Work is to:

Document current methods of operating and use it to train new employees on how to perform their job

Provide a basis for continuous improvement through Kaizen With Standardized Work, the supervisor has a “base line” from

which to he can identify problems more easily. If the movements of the operators are slightly different each time a

process is performed, then the supervisor cannot clearly see problems or inefficiencies.

Without standard work sequences, it is impossible to understand actual production efficiency, and impossible to measure the effect of any changes or improvements.

Standardizing the work process is thus the first step toward improvement.

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Three major Standardized Work Forms

3. Standard Work Chart

1. Process Capability Chart

Created by:

Work Elements(Working or Walking - Waiting is NOT a work element) # 1 # 2 # 3 # 4 # 5

1 Load cross bar 4.5 3.5 5.5 7.0 4.5 IW 4.5 A lot of walking2 Load C bracket 6.5 4.5 5.5 5.5 IW 5.5 A lot of walking3 Insert pins and screws 7.0 6.0 7.0 6.0 VA 6.0 Using both hands

4 Start the machine 1.0 1.0 1.0 1.0 IW 1.0 x Waiting for machine to cycle 7.0 7.0 7.0 7.0 W 7.0 Waiting - 7 seconds

5 Unload C bracket 4.5 10.0 4.5 4.5 IW 4.5 Walk and inspect

6 Unload cross bar 5.0 5.0 4.0 4.0 IW 4.0 Walk and inspect

Total 25.5 30.0 27.5 28.0 25.5* Type of work includes one of the three: VA, IW or Waste** Best time = lowest repeatable time that can be performed on regular basis (Standard operating time)

Notes#Best

Time**

Process CapabilityOperator Time Observations

Total Cycle Times Type of Work*

Line / Section Date Part Descript ionCreated by:

Work Elements(Working or Walking - Waiting is NOT a work element) # 1 # 2 # 3 # 4 # 5

* Type of work includes one of the two: VA or NVA. WASTE is not a Work Element.** Best time = lowest repeatable time that can be performed on regular basis (Standard operating time)

Notes#Best

Time**

Operator CapabilitiesOperator Time Observations

Total Cycle Times Type of Work*

Line / Section Date Part Descr iption

2. Operator Capability Chart

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“People at the working site must write the Standard Work sheet out by themselves because they must understand their work before they can proclaim their standard work to others …

… existence of old standard operation charts for a long time is a shame of the supervisors at the work site”

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Without Standardization With Standardization

Chaos situation You can see where the problem isWhat should

we do ??

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Benefits of Standardization Defines the most efficient sequence of production Minimizes Non-Value Added activities and eliminates Waste from

the process Identifies manpower requirements based on Takt Time Defines and reinforces quality standards Prevents overproduction Allow for easier judgment regarding “normal” versus “abnormal”

situations Establishing a manufacturing system flexible to accommodate any

future changes or improvements. Others …

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Three Elements of Standardized Work

1. Takt Time time in which a single part is to be produced meaning of the word “Takt” – Pacemaker

2. Work Sequence a sequence of work in which operators

transform raw materials into products

3. Standard WIP - In-Process Stock a minimum quantity of parts that must

always be on-hand for processing at a worksite

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Manpower Calculations

OperatorsA B C D

Customer Demand Rate (60 sec.)Takt Time = 60 seconds

5 Operators

EA B C DOperators

Customer Demand Rate (60 sec.)

4 Operators

Takt Time = 60 seconds

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Manpower Utilization

5

10

15

20

25

30

D2 - 26

Takt Time = 27 sec

D2 - 10 D2 - 12 D2 - 14 D2 - 16 D2 - 18 PP - 01 D2 - 01PP - 03

X

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Subjects for Standardization Operational Methods (focused around Operator)

Work instructions & procedures Safety instructions Work policies (break times, etc.)

Process Methods (focused around Machines & Processes) Equipment Tooling / Gauging Conveyance / Transportation

Control Methods (focused around Rules & Methods) Quality controls Machinery maintenance Inspection methods Material storage

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Documents in Manufacturing

Work study / Improvement Time study Motion study Work element analysis

Standardized Work Process Capacity Sheet Work Combination

Table Standardized Work

Chart

Job Instruction Job breakdown sheet Cross training skills

matrix Operation instruction

sheets

Work Standards Work instructions Operation drawings Operation instruction sheets Process conditions sheets Quality control sheets Tooling layout drawings

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Worksite Management Provide training to operators on using Work Standards and

Standardized Work Assure that operators perform tasks in accordance with defined

standards Solicit feedback from operators on effectiveness of standards Alert engineering and support groups of any problems with

standards Revise standards to reflect all changes made Maintain and improve existing standardsSupervisors are expected to manage their areas of

responsibilities through a use of Work Standards and Standardized Work.

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Changing the World. One Kaizen at a timeThis presentation is an intellectual property of W3 Group Canada Inc.

No parts of this document can be copied or reproducedwithout written permission from:

Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631

Cell: 248-207-0416

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