Lean Standard Work

© Operational Excellence Consulting. All rights reserved.
Standard
Work
Create, Stabilize, Improve

© Operational Excellence Consulting. All rights reserved. 4
Contents
1. Introduction
2. Standardization
3. Standards
4. Standard Work
5. Implementing & Sustaining Standard Work
6. Improving Standard Work
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/standard-work-maximizing-performance-minimizing-waste-622

What Is Standard Work?
• Written for operators or the frontline staff
• Kept visible in the the work area, e.g. near an
operator’s machine or work station
• Documented using lots of visuals and pictures
instead of narrative text
• A reference for use in the real workplace
outlining the actions to be performed, any
needed tools, materials, work flow, and work
pace expected at that position

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

Standard Work Forms the Baseline for
Continuous Improvement
Kaizen
Standardization
SS
DDCC
AA
PP
DDCC
AA
Kaizen
Standardization
SS
DDCC
AA
PP
DDCC
AA

Standardization
2

Benefits of Standardization
• Helps maintain and improve quality
• Stabilizes the work conditions
• Increases the level of safety
• Allow for easier judgment regarding “normal”
versus “abnormal” situations
• Enables cost reduction
• Stabilizes operating time
• Others

Subjects for Standardization
• Control Methods (Rule & Method centric)
Quality controls
Machinery maintenance
Inspection methods
Material storage
etc.

Filling Out Work Instructions*
1. Process or operation name
2. Steps of the procedure
3. Key points
4. Operation conditions
5. Materials used, parts required, etc.
6. Special safety or quality concerns
7. Sketch of the job layout, or part if needed
8. Other related standards, remarks, etc.
*This needs to be customized regarding your specific situation

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.

Standard
Pig
Game

Standard Pig: Round 2
Instructions
1. Draw a pig based on the instructions given
(see next slide)
2. Number each step in the sequence
3. Draw the pig in the exact sequence as stated
4. Tape it to the wall when you are done
5. You have 40 seconds
Time: 40 secs

Standard Pig: Round 3
Instructions
• Draw the pig on the screen (see next slide)
• Tape it to the wall when you are done
• You have 40 seconds
Time: 40 secs

40© Operational Excellence Consulting. All rights reserved.
This is what the customer wants

The Lack of Standards Creates
Waste and Frustrations
Which dial turns on the burner?
Which is the right plug?This document is a partial preview. Full document download can be found on Flevy:

Lack of Standards was the Problem
A lack of standards caused collisions, injuries,
and disorganization.

Application of Standards
• In manufacturing, standards are applied in two
ways:
1. Product specifications and quality, to eliminate
defects on products
2. Production process analysis and improvement, to
eliminate all process waste, including defective
products

A Good Standard Should Coordinate
Work
Visual work
instructions at the
operator’s work station
helps the operator to
perform the right steps
Labels on the
machine help the
operator to loop the
tape in the right
positions
Job instruction pocket card
helps the trainer to coach new
trainees systematically

Problems With Standards
Communication
• Manuals are often not designed for the user
Text-only or difficult to read
Manual may not be easily accessible by the user
Checklists may not be sequenced per process step
Terminology may be too technical or not suited for the
user

Exercise: Standards
• In groups, discuss the following:
1. What are some standards based on custom in your
workplace?
2. Which ones do you think need improvement?
Time: 5 mins

Step 2: Stabilize the Standard
• Review performance of the standard, and gather
feedback from users
• Adjust the standard as required
• Provide additional training and communication
as needed
• Monitor and follow upThis document is a partial preview. Full document download can be found on Flevy:

What is Standard Work?
Standard work is an agreed-upon set of work
procedures that establish the best and most reliable
methods and sequences for each process and each
worker
• Standard work aims to maximize performance while
minimizing waste in each person’s operation and
workload
• Standard work is the fluctuating level of optimum work to
be done by people and machines each day to meet
customer demand

Culture of Continuous Improvement
Materials
and parts
MeasurementsPeopleMethodsMachines
(equipment)
Feed in
materials
Ship to customers
Standard
Sloppy work = defective,
off-standard products
That’s not what
they ordered!
Customer
request
Different
product
Control Points
Elements for Building Quality into products

Standard Work Must be Complete
• Standard work must be complete, i.e. containing
all the required steps, so as to be able to deliver
the required result.
• Standard work may be incomplete because it
was never finished, the process was not
understood or something has changed. If the
process is followed, the required result would
not be achieved.This document is a partial preview. Full document download can be found on Flevy:

Standard Work Must Be Concise
• If standard work is not concise, it will create
waste in learning, effort and time. The
document can be clear and correct and still not
be concise.
• To be concise, the document should have only
what is required is a useable format.
• The get this element requires effort and revision.This document is a partial preview. Full document download can be found on Flevy:

Ideal Conditions for Standard Work
• Work point of view
Work is centered around human motion
Work is done the same way each time
Small variation in work content
• Equipment point of view
Minimal trouble with machines
Minimal fluctuation in production volume
• Quality point of view
Minimal trouble in process quality
Minimal trouble in parts and material

Three Elements of Standard Work
• Standard work consists of three elements:
Takt time
Matches the time to produce a part or finished product with the
rate of sales. It is the basis for determining workforce size and
work allocation
Standard work sequence
The order in which a worker performs tasks for various
processes
Standard work-in-process inventory
The minimum number of parts, including units in machines,
required to keep a cell or process moving

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 :
=
=
=
=
=

Takt Time and Planned Cycle Time
Takt Time is based ONLY on customer demand and available
minutes for production.
Planned Cycle Time is the required production rate to satisfy
customer demand allowing for scrap, downtime, changeovers,
inefficiency, or other losses to production.
Planned Cycle Time (52 sec)
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

Standard Work Sequence
GoodGood
PoorPoor

Standard Work Sequence
• Create a process map of the cell showing cycle
times of each operation
• Determine the number of operators needed:
total cycle time divided by Takt time
• Round upwards to identify the number of
operators in the cell, but use continuous
improvement to work downwardThis document is a partial preview. Full document download can be found on Flevy:

Standard Work-In-Process

Four Steps
of
Standard Work

Step 1: Process Capacity Table
Description Manual
Time
Automatic
Time
Retool
Time
Total
Time
Per Unit
Time
Capacity
1
2
3
4
Definition: A basic tool used to measure process output
capability considering the time available and the time required for
change over work. It represents the maximum output possible
from the process under current operating conditions.

Step 2: Standard Operations
Combination Chart

Step 2: Standard Operations
Combination Chart
• Draw a red line vertically to indicate Takt time
• Calculate whether just one worker can handle the cell or
if more workers are needed.
• Enter the operation descriptions and sequence
• Enter the time measurements
• Check the combinations of operations. If machine time
exceeds manual time then the operators will be waiting
for machine operations to be completed. If total time for
all operations exceeds Takt time the improvements are
necessary.

Step 4: Standard Work Chart
• Three elements (Takt time, work sequence,
SWIP)
• Tool for visual control and improvement in the
work area
• Must be changed when Takt time changes

Step 4: Standard Work Chart – E.g. 2

Practice Analyzing Work Elements
1. Stand Up
2. Go to the flip chart
3. Pick up the marker
4. Write your name
5. Put down the marker
6. Return to chair
7. Sit down
8. Remain sitting

Improving Standard Work
• Areas for improvement
Flow of materials
Shifting from specialization to multi-skilled lines and operators
Improvements in motion
Establishing rules for operations
Equipment
Separation of people and machines
Preventing defects
Eliminating walking
Shift from one-handed to two-handed tasks
Placement of parts
• Improvements in motion are among the most important changes

True versus Apparent Efficiency
Before we made 100
parts with 10 people.
Now we can make
120 with the same
manpower! A real improvement
would be to make 100
parts with only eight
people on the
production line!
But we only need
100 parts to meet
demand. The rest is
over-production

Activities that do
not add value
Workload that
is uneven
Work that creates burden for the
team members or processes
Source – Toyota Motor Company
3Ms: Muda, Mura, Muri

One Piece Flow vs. Large Lots
• Shorter lead time
• Less WIP
• Fewer handling mistakes
• Rapid detection of errors
• Better visual control
• Easier communication
• Longer lead time
• More WIP
• More handling mistakes
• Slow detection of errors
• Less visual control
• Harder communication

Kaizen is Endless
Current State
Standardize
Standardize
Kaizen
Kaizen
Kaizen
P
DC
A
Kaizen (改善I =
Continuous Improvement
Plan
DoCheck
Act
Future State

About
Operational Excellence
Consulting

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