Standarized Work Presentation

Standardized Work
Line Balancing Line Staffing
4/22/2009
@2008 Performing Better & Better, All rights reserved
Todays Agenda:
Standardized

Work (SW)
Intro to SW; Elements of SW

Takt Time (TT) Work Sequence

Standardized Work Combination (SWC) Chart Standardized Work Diagram (SWD) Standardized Work Instructions
Standardized Work in Process (SWIP)
Balancing the Line Staffing the Line Georges End-of-the-Talk Question Q&A 55 Slides in 75 minutes which means Takt Time = 81.81818181818181 sec.!
4/22/2009 @2008 Performing Better & Better, All rights reserved
Standardized Work
is... the foundation for consistent and stable quality.
This consistency and stability is the first step toward Continuous Improvement (Kaizen).
Why Standardized Work?

Maintains safety. Guarantees quality for the customer. Achieves better efficiency. Prevents equipment damage. Creates efficient production sequence with less waste.
The System which can be easily understood

Standardized Work
Built for and around people and is the foundation 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
TPS
JIT
Goal: Highest quality Jidoka Lowest cost Shortest lead time
(Leveling & Sequencing)
Heijunka Standardized Kaizen Work 5S

Problem Solving
What is It? Standardized Work is the most efficient combination of person, machine, and material. The three elements of standardized work are:
Communication
When to Use It
Applicable almost anywhere!
Objective or Purpose
1) Takt time 2) Work sequence Standardized Work Combination (SWC) Chart Standardized Work Diagram (SWD) Standardized Work Instructions 3) Standardized work-in-process
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.
Standard Work
Provides game plan (playbook) Builds teamwork vs. individual incentive Focuses on experienced employees
Documents the current best process
Defines expectations in quality, safety and Takt time
Comes from the office/ factory
Used as training aid (for new employees)
4/22/2009
To Reduce Variation In The Process

Traditional Method
People
Process 1 Process 2
Process 3
People using different processes get different results
Standardized Work People
Standardized Process Defined Results
People using standardized processes get defined results

Standardization Sustains Results

IMPROVEMENT
K S K
S S K
S K K
TIME K = Kaizen S = Standardized Work

Standardized Work vs. Work Standards - Not The Same!

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
4/22/2009
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Elements of Standardized Work

Consistent performance of a task by all employees in same job classification, with respect to:
1.
2.
Takt Time Set the pace to meet the customer demand Work Sequence Everyone performs the work using a standard method

Establish and Document Flow
Standardized Work Combination (SWC) Chart Standardized Work Diagram (SWD) Standardized Work Instructions
3.
Standardized Work-In-Process Establish the minimum running stock to be kept at the work stations
Establish and Document Inventory Standards
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First Element Of Standardized Work
Takt Time Work Sequence Standardized Work In Process (SWIP)
Determine Takt Time Establish Flow
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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.
Available Time Daily Demand
Takt Time =
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Takt Time vs Cycle Time

Takt time is
The heartbeat of the process The time interval at which a finished product MUST come off the line to meet the customers 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 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.
15
Takt Time Determination

Takt Time = Available Time Customer Demand = Time Unit
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/day 32 trucks/day
Customer Demand 160 trucks/week = 32 trucks/day
Takt Time =
= 13.4 min/truck
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4/22/2009
Second Element Of Standardized Work

A. Standard Work Combination (SWC) Chart B. Standard Work Diagram C. Standard Work Instructions
Documentation of the Standard Process
17
A. Standardized Work Combination (SWC) Charts

Establishes a routine for work to be performed Establishes a relationship between employee and equipment Provides a basis for improvement by making waste visual
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Example Call Center Process

Call Center Operator Call Time = 6 Minutes Waste of Waiting
Time (Min)
1 0
1 1
Answer call & find record in computer Type Updates End Call Wait for confirmation of updated record
2 3 1 5
2 Min 3 Min
1 Min
Operator Waits
5 Minutes
Total Process Cycle Time = 11 Minutes

Idle Time Human Time Computer Time
Takt Time
What is the Phone Operator Work Time? What is the Total Cycle Time? Where is the Waste?
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B. The Standardized Work Diagram
Takt Time =181 Sec
The Standard Work Diagram Illustrates How the Cell is Operated

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How To Read The Standard Work Diagram

Safety Device
1
Drill
2
Material Flow Standard Work in Process (SWIP) Operation Number
Quality Check or Poka Yoke
Insp & Label

1 3
Mill
1
100
Finished Goods
4/22/2009
100
100
Operator Flow
100
100
100
Raw Stock
Takt Time 181 Sec

21
C. Standardized Work Instructions

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.
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
22
When to Use It
Implementation of all formal processes.
4/22/2009
C. Standard Work Instructions
Area Reserved for Photos and Illustrations
Safety Information Time & Frequency of Elements Operation Step No. per SWC Chart Description of Element Based on SWC Chart
4/22/2009
Toyota Format 23
Standardized Work Instructions

Standard Work Standardized Work Instructions Instructions
STANDARDIZED WORKSHEET
WORKSHEET #: REVISION: COACH: MAINTENANCE: ENGINEER: SAFETY: WORK SEQUENCE LAYOUT STEP # 1 2 3 4 5 6 7 8 WORK STEPS Inspect Light Curtain at beginning and mid shift Unload Part and aside it to shelf WIP Get & Load Part to mold Cycle Start machine by pressing 1 palm switch Machine Mold Cycle A Walk to Trim Trim Part to Trim Specifications # xyz Inspect to Trim and Mold Standard XYZ & aside PART NAME PROCESS DEPARTMENT \ LINE \ SECTION Takt TIME
TPM
WIP = 1 Piece TPM
Show Detail Trim or Quality Standards

LOCK(S)
PART #
FREQ.
TIME ELEMENTS (Sec) MAN. AUTO WALK 5 10 5
POSSIBLE
C/C WIP = 1 Piece
2 1 1 1 1 1 1 1 1
Burn Burn
120
5 35 10 Cuts
Picture of Trim
Change Blades 2 x per shift
TPM
C
IN-PROCESS STOCK SAFETY ERGONOMICS
C
QUALITY CHECK QUICK CHANGEOVER VISUAL FACTORY
M
ZERO DEFECTS
CRITICAL CHARACTERISTICS
TOTAL PROD. MAINTENANCE
TOTALS
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
24
Standardized Work Instructions Toyota Format (Work Sequence Symbols)
C C
T
QUALITY CHECK QUICK CHANGEOVER VISUAL FACTORY
M
ZERO DEFECTS
IN-PROCESS STOCK
SAFETY ERGONOMICS
CRITICAL CHARACTERISTIC
TOTAL PROD. MAINTENANCE
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 Kanban card, Takt board
TPM Instruc. or elements,
MistakeProofing in place
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Standard Method Sheet Example
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Third Element Of Standardized Work

Standardized Work In Process (SWIP)
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Standardized Work-in-Process
The inventory level required at each workstation to support continuous flow in loan approval process.
1
Obtain Documentation
2
SWIP
Review Credit
1 3
Prepare Loan 1 Application
4/22/2009
1
28
Standardized Work-in-Process Calculation
SWIP Goal
Total Processing Time Takt Time
Processing Time = Manual + Automatic
4/22/2009
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Calculating SWIP
Operation # Auto & Manual
1 2 3 4 5 6 7 8
50 50 40 20 30 300 10 80
Takt Time = 100 minutes 580 / 100 = 6 SWIP
580
30
Calculating SWIP (cont)

Operation #
Auto & Manual
SWIP
1 2 3 4 5 6 7 8
50 50 40 20 30 300 10 80
4/22/2009
31
Three Levels of Standardized Work

2nd Level Standardized Work Posted at Activity Level
Std Work Instructions
Takt Time = 181 Secs 1st Level - Standardized Work Diagram Posted At Cell Level. Shows How Cell is Run, Takt, Pull, Flow.
3rd Level SOP Located at Cell to Support Instructions
4/22/2009
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Who Establishes Standardized Work?
It is the team in charge of the area that determines the Standardized Work and improves it.
Team Members &Team Leaders
4/22/2009
33
Results of Following Standardized work
Safe Workplace Constant Cycle Time Quality Requirements Achieved Equipment Damage Minimized
34
Balancing the Line and Creating Continuous Flow
Load Chart
What is It? A method of scheduling, associating and assigning tasks to optimize the cell and meet Takt time.
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 It
Development or improvement of a product/process cell.
36
Line Balancing Example

100 90 80 70 60 50 40 30 20 10 0
95 m T/T
Time
OP 4 OP 2 OP 1 OP 6 OP 3 OP 5
OP 7 OP 9 OP 8
Rough Turn
Finish Turn
Deburr
Mill Slots
Deburr
Drill Holes
Grind
Wash
Inspect
Operators
Before balancing:

100 90 80 70 60 50 40 30 20 10 0
95 m T/T
OP 8 OP 5 OP 3 OP 6 OP 9
Time
OP 2 OP 4 OP 7 OP 1
Bill
1. Rough Turn 2. Finish Turn 3. Deburr 5. Deburr 8. Wash
Mary
4. Mill Slots 6. Drill Holes
Tom
7. Grind 9. Inspect
9 Operators Significant difference in workloads
Operators
http://www.reuters.com/article/domesticNews/ idUSTRE51G0WE20090217 http://www.detnews.com/apps/pbcs.dll/article?AID= /20090124/AUTO01/901240355

4/22/2009
After balancing: http://www.mysanantonio.com/ne 3 Operators ws/top_news/Toyota_plant_cuts_ Workloads closely matched

hours_freezes_pay.html
37
Questions
What if CT is greater than TT is this an issue? What if CT is less than TT?
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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.

39
The Detroit Metropolitan Airport
You fly from Frankfurt to Detroit

You rush to get off the plane You rush to get to passport control You rush to the shortest line in passport control You rush through passport control You rush to get to baggage claim You wait 20 minutes for your luggage
You are only as fast as your fastest constraint.

40
Example
Where is the greatest constraint for the accounts payable process?
Payment Goes Out Step F
CT=17
Step E
CT=23
Step D
CT=15
Required Takt Time = 32
Step C Invoice Comes In

4/22/2009
Step A
CT=21
Step B
CT=36
CT=33
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Example
Where is the greatest constraint for the accounts payable process?
Payment Goes Out Step F
CT=17
Step E
CT=23
Step D
CT=15
Required Takt Time = 32
Step C Invoice Comes In

4/22/2009
Step A
CT=21
Step B
CT=36
CT=33
Total Process Time = 145m
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Load Chart Example

Min. 40 30 20 10 0
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?
Goal = Balance the LineCycle Time < Takt Person/Operation

43
Goal: Cycle Time < Takt Time

First Constraint
Min. 40 30 20 10 0
Second Constraint Takt Time = 32 Min.
Person/Operation
Cycle time includes any setup time at the operation.

44
Constraint Management
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 Takt time. 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!!!

45
Constraint Management
Boulders / Monuments
Items in a process that may not be changed or moved such as:

Large machinery Computer System
Always challenge the idea that its 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 dont let them stop the progress of your effort.
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Line Balancing
Completed Load Chart
Min
35 30 25 20 15 10 5 0
Rebalance Work Load

Takt Time = 32 Min.
Takt Time vs. Cycle Time

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.
B C D E Person/Operation
Balanced Line Cycle Time < Takt Time

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Staffing the Line
Staffing Requirements Example

12.0 M I N U T E S 10.0 8.0 6.0 4.0 2.0 0.0 LATHE # 1 SETUP LATHE # 2 LOAD DRILL MACHINE RUN D-BURR MANUAL PROCESSING
t/t = 10. 5 min
(3 + 3)
+ ( 10 ) + ( 5 ) =21
People Required =
21 10.5
= 2
MACHINE RUN TIME ( no people required )
ALL REQUIRE A PERSON TO PERFORM
# of Employees = Required
Total Manual Cycle Time Takt Time
Machine run time is excluded from the calculation.

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Product Process Flow Analysis
4/22/2009
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Another one of Georges Endof-the-Talk Questions
4/22/2009
51
Previous Talks Qs
4/22/2009
52
Isnt THIS, in fact, The Challenge?
4/22/2009
53
So, we talked briefly! - about:

Standardized
Work (SW)
Elements of SW
Takt Time (TT) Work Sequence

Standardized Work Combination (SWC) Chart Standardized Work Diagram (SWD) Standardized Work Instructions (SWI)
Standardized Work in Process (SWIP)
Balancing the Line Staffing the Line
4/22/2009
54
Q&A if any!
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
4/22/2009
56

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Standardized Work

Line Balancing Line Staffing

@2008 Performing Better & Better, All rights reserved

Intro to SW; Elements of SW

Takt Time (TT) Work Sequence

Standardized Work in Process (SWIP)

Why Standardized Work?

The System which can be easily understood

The System enables everyone to find problems

(Leveling & Sequencing)

Heijunka Standardized Kaizen Work 5S

Applicable almost anywhere!

Documents the current best process

Defines expectations in quality, safety and Takt time

Comes from the office/ factory

Used as training aid (for new employees)

@2008 Performing Better & Better, All rights reserved

To Reduce Variation In The Process

People using different processes get different results

Standardized Work People

Standardized Process Defined Results

People using standardized processes get defined results

Standardization Sustains Results

TIME K = Kaizen S = Standardized Work

Standardized Work vs. Work Standards - Not The Same!

@2008 Performing Better & Better, All rights reserved

Elements of Standardized Work

Establish and Document Flow

Establish and Document Inventory Standards

First Element Of Standardized Work

Takt Time Work Sequence Standardized Work In Process (SWIP)

Determine Takt Time Establish Flow

@2008 Performing Better & Better, All rights reserved

@2008 Performing Better & Better, All rights reserved

Takt Time vs Cycle Time

Takt Time Determination

Customer Demand 160 trucks/week = 32 trucks/day

@2008 Performing Better & Better, All rights reserved

Second Element Of Standardized Work

Documentation of the Standard Process

A. Standardized Work Combination (SWC) Charts

@2008 Performing Better & Better, All rights reserved

Example Call Center Process

Total Process Cycle Time = 11 Minutes

B. The Standardized Work Diagram

Takt Time =181 Sec

The Standard Work Diagram Illustrates How the Cell is Operated

How To Read The Standard Work Diagram

Material Flow Standard Work in Process (SWIP) Operation Number

Quality Check or Poka Yoke

Insp & Label

Takt Time 181 Sec

C. Standardized Work Instructions

Implementation of all formal processes.

@2008 Performing Better & Better, All rights reserved

C. Standard Work Instructions

Area Reserved for Photos and Illustrations

@2008 Performing Better & Better, All rights reserved

Standardized Work Instructions

WIP = 1 Piece TPM

Show Detail Trim or Quality Standards

TIME ELEMENTS (Sec) MAN. AUTO WALK 5 10 5

C/C WIP = 1 Piece