Weitere ähnliche Inhalte Ähnlich wie Work Standardization & Metrics-Based Process Mapping (20) Kürzlich hochgeladen (20) Work Standardization & Metrics-Based Process Mapping2. Learning Objectives
The benefits of work standardization.
The step-by-step process for work standardization.
How to standardize “high variation work.”
Characteristics of job aids.
Current state documentation techniques.
How to create Metrics-Based Process Maps.
© 2011 Karen Martin & Associates
2
5. Standardized Work Defined
The current single best way to
complete an activity with the highest
degrees of safety and efficiency,
which produces consistent and
high quality outcomes.
© 2011 Karen Martin & Associates
5
6. Standardized Work
A tool for maintaining quality, safety,
productivity, and employee morale
at the highest possible levels.
© 2011 Karen Martin & Associates
6
7. Standardized Processes Yield
Consistent Quality Results
R1
Inconsistent
Processes
R2
People
R3
Inconsistent
Results
R4
TRADITIONAL = People doing what they can to get results
Standardization
People
Desired
Results
LEAN = People using standard processes to get results
© 2011 Karen Martin & Associates
7
8. Benefits of Standardized Work
Consistent quality
Improved productivity
Easier, more effective training
Predictability; better decisions
Foundation for making improvement
© 2011 Karen Martin & Associates
8
9. Standardized Work
Standardized work nips common
problems in the bud so that staff
can focus instead on solving
uncommon problems.
― Bill Marriott, CEO, Marriott Hotels
© 2011 Karen Martin & Associates
9
11. Process for Creating
Standardized Work
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define scope – “fence posts” and conditions.
Form improvement team.
Study the current state to gain a deep understanding.
Design the improved state.
Document the improved state.
Test and gain consensus.
Finalize and implement new standardized process.
Measure results; adjust if needed.
Monitor ongoing performance.
© 2011 Karen Martin & Associates
11
12. Key Success Factor – Plan & Communicate via Charter
Improvement Charter
Improvement Scope
Leadership
Due Dates
Value Stream /
Process
Executive
Sponsor
Current State
Analysis
Specific
Conditions
Value Stream
Champion
Root Cause
Analysis
Process Owner
Future State
Design
Facilitator
Testing
Complete
Customer Demand
Trigger
First Step
Last Step
Boundaries &
Limitations
Implementation
Timeframe
Required
Interim Briefing
Attendees
Event Drivers / Current State Issues
Implementation
Complete
Results
Validated
Core Improvement Team
Function
1
2
3
Contact Information
2
4
Name
1
3
5
4
Event Goals & Measurable Objectives
5
1
6
2
7
3
8
4
9
5
10
Benefit(s) to Customers, Company, Staff
Additional Support
Function
1
2
3
Contact Information
2
4
Name
1
3
5
4
Results Validation - Planned Method & Frequency
5
6
7
8
9
To download:
www.ksmartin.com/files/templates/improvement_charter.xls
12
13. Process for Creating
Standardized Work
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define scope – “fence posts” and conditions.
Form improvement team.
Study the current state to gain a deep understanding.
Design the improved state.
Document the improved state.
Test and gain consensus.
Finalize and implement new standardized process.
Measure results; adjust if needed.
Monitor ongoing performance.
© 2011 Karen Martin & Associates
13
14. Standardizing Work – Step 1
Define Scope
Select the first and last steps (fence posts) between
which you’ll standardize the process.
1
2
3
4
5
6
7
8
Area of Focus
Limit the conditions initially to reduce variation as you
seek to deeply understand the current state. Aim to
apply the future state to as broad a set of conditions
as possible.
© 2011 Karen Martin & Associates
14
15. Narrowing the Scope:
Select Specific Conditions
CT / MRI
Inpatient
X-Ray
Imaging
Outpatient
CT / MRI
X-Ray
© 2011 Karen Martin & Associates
15
17. Process for Creating
Standardized Work
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define scope – “fence posts” and conditions.
Form improvement team.
Study the current state to gain a deep understanding.
Design the improved state.
Document the improved state.
Test and gain consensus.
Finalize and implement new standardized process.
Measure results; adjust if needed.
Monitor ongoing performance.
© 2011 Karen Martin & Associates
17
18. Improvement Team
No more than 10.
Composition:
Process workers (approx 50% of the team)
Upstream suppliers (internal and/or external)
Downstream customers (internal and/or external)
Outside eyes – people who have no “skin in the
game”; 100% objective
Support services
Subject matter experts
© 2011 Karen Martin & Associates
18
19. Process for Creating
Standardized Work
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define scope – “fence posts” and conditions.
Form improvement team.
Study the current state to gain a deep understanding.
Design the improved state.
Document the improved state.
Test and gain consensus.
Finalize and implement new standardized process.
Measure results; adjust if needed.
Monitor ongoing performance.
© 2011 Karen Martin & Associates
19
20. Studying the Current State
Steps: observe, measure, document, analyze
Go to gemba (genchi genbutsu)
Document the current state – Options:
Spaghetti diagrams, photos, drawings, etc.
Metrics-based process map (MBPM)
Identify variation in terms of inputs, data, people,
equipment & supplies, environment, etc.
Study root cause(s) of variation
What are the best practices?
© 2011 Karen Martin & Associates
20
21. The Work We Do:
Degrees of Granularity
Rooftop View
Strategic WHAT?
Value
Stream
Primarily
Leadership
Process
Value Stream
Map
Process
Process
Step
Metrics-Based
Process Map
In the Weeds
Tactical HOW?
Step
Step
Primarily
Workers
© 2011 Karen Martin & Associates
21
22. Traditional Mapping Method:
Process Flow Chart
Look up Customer
in Eclipse
SALES
New
Customer?
Yes
Enter Order
SALES
Product in
Stock?
Yes
Print Ship Ticket
SALES
Load Trucks
SHIPPING
No
No
Enter Customer
Information
ADMIN
Yes
Perform Credit
Check
FINANCE
Okay?
Notify Sales COD
Only; Notify Admin
No
to update
Customer Profile
FINANCE
Order Material
PURCHASING
Receive Material
RECEIVING
Where’s the quality? Where’s the time?
22
23. What is a Metrics-Based Process Map?
A visual process analysis tool, which integrates:
Functional orientation of traditional swim lane
process maps
Key Lean time and quality metrics
Tool which highlights the disconnects / wastes /
delays in a process.
Keeps the improvement focus properly directed
Means for documenting standardized work for
workforce training and process monitoring.
© 2011 Karen Martin & Associates
23
24. Lean Facilitator
Range of Necessary Traits
Skills / Knowledge
Defining value; identifying waste
Improvement tools (root cause analysis, flow-enhancing tools, etc.)
Project & time management
Team building / facilitation
Mediation; consensus building
People effectiveness – from front line workers to execs
Authority / Respect
Designated change agent / influence leader
Trustworthy
Comfortable removing obstacles & reaching out to senior leadership
Personality / Energy
Naturally curious
Challenging, yet supportive
Positive, upbeat, energetic
Pushy without irritating
Objectivity / Fairness
No attachment to the work being improved
© 2011 Karen Martin & Associates
24
26. Document the Current State
Step 1 – Label the map in the upper right
hand corner.
Include process name, conditions mapped,
date, and facilitator name and/or team
members.
© 2011 Karen Martin & Associates
26
27. Step 1: Label the map
Process Name
Included/Excluded Conditions
Current State MBPM
Date
Facilitator and/or Team Names
Use 36” wide white paper with 6” swim lanes (hand drawn, chalk
lines, or pre-printed). Pre-printed 8’ template is available at:
www.ksmartin.com/files/templates/MBPM_swimlanes.pdf
28. Document the Current State
Step 2 – Label the swim lanes with the
functions involved.
Include external functions, if appropriate (e.g.
customers, suppliers/contractors, etc.)
© 2011 Karen Martin & Associates
28
29. Step 2: List functions
Function A
Function B
Function C
Function D
Function E
Function F
Process Name
Included/Excluded Conditions
Current State MBPM
Date
Facilitator and/or Team Names
30. Document the Current State
Step 3 – Document all activities/steps
on 3 x 6” post-its.
Use verb/noun format; clear and concise.
Include function.
Separate tasks that have different quality
outputs or timeframes; combine tasks
otherwise.
Place post-its in appropriate swim lane,
sequentially.
© 2011 Karen Martin & Associates
30
31. Step 3: Document the Activities
Activity
(Verb / Noun)
Function that
performs the
task
33. Document the Current State
Map the rule (80%), not the exceptions
(20%).
For metrics with ranges, use the median.
Continue to add conditions to your
scope if you need to.
To minimize “it depends” answers.
© 2011 Karen Martin & Associates
33
34. Document the Current State
Step 4 – Number the activities.
Number the activities sequentially from left to
right.
For parallel activities, add “A,” “B,” etc.
Example: Step 8A, Step 8B, etc.
Don’t number the post-its until the map is
“final.”
© 2011 Karen Martin & Associates
34
35. Step 4: Number the Activities
Step #
Note: For parallel
activities, use
alpha modifiers -e.g. 8A, 8B, etc.
36. Document the Current State
Step 5 – Add task-level information:
Number of staff involved (if relevant)
Barriers to flow
Batches
Shared resources
Equipment downtime
Etc.
Key metrics (include units of measure)
Process Time (PT)
Lead Time (LT)
Percent Complete & Accurate (%C&A)
© 2011 Karen Martin & Associates
36
37. Step 5: Add Step-specific information
Barriers to Flow
(if relevant)
# Staff
(if relevant)
• Batching
• Shared
resources
• System
downtime
• Etc.
% Complete &
Accurate
PT (Process Time)
LT (Lead Time)
38. Key Metrics: Time
Process time (PT)
The time it takes to actually perform the work, if one is
able to work on it uninterrupted
Includes task-specific doing, talking, and thinking
aka “touch time,” work time, cycle time
Lead time (LT)
The elapsed time from the time work is made available
until it’s completed and passed on to the next person or
department in the chain
aka throughput time, turnaround time, elapsed time
Includes Process Time, not merely waiting time.
© 2011 Karen Martin & Associates
38
39. Lead Time vs. Process Time
Scenario 1
Lead Time
Process Time
Work
Received
Work passed
to next step
LT = PT + Waiting / Delays
© 2011 Karen Martin & Associates
39
40. Lead Time vs. Process Time
Scenario 2
Lead Time
Process Time
Work passed
to next step
Work
Received
LT = PT + Waiting / Delays
© 2011 Karen Martin & Associates
40
41. Key Lean Metric: Quality
%Complete and Accurate (%C&A)
% time downstream customer can perform task without
having to “CAC” the incoming work:
Correct information or material that was supplied
Add information that should have been supplied
Clarify information that should or could have been clear
This output metric is measured by the immediate
downstream customer and all subsequent downstream
customers.
If workers further downstream deem the output from a
particular step to be less than 100%, multiply their
assessment of quality with the previous assessments.
© 2011 Karen Martin & Associates
41
42. Metrics Reminders
Typically obtained via interview; questions must be high
quality
PT & LT
You can “chunk” these metrics for a series of post-its when
necessary
When wide variation, do one of three things:
Narrow your scope (pick a specific circumstance)
Use the median
Indicate the variation, but use the median for the timeline
%C&A
Determined by immediate downstream customer and all
subsequent downstream customers
%C&A for a post-it is the product of all downstream responses
Response is placed on the post-it for the output step
0% at a particular step is not rare
© 2011 Karen Martin & Associates
42
43. Documenting the Current State
Step 6 – Define the “Timeline Critical Path”
Longest LT unless “dead-end” step
If longest LT is a dead end step, then bring the
next longest LT to the timeline
Use colored marker
© 2011 Karen Martin & Associates
43
44. Step 6: Define the “Timeline Critical Path”
For parallel activities: Chose the longest LT unless a
“dead-end” activity
45. Documenting the Current State
Step 7 – Create the timeline
Bring down the PT & LT from the timeline
critical path steps.
© 2011 Karen Martin & Associates
45
47. Document the Current State
Step 8 – Calculate the summary metrics
Time - Percent Activity
Quality - Rolled First Pass Yield (RFPY)
Labor Effort
Complete metrics grid
© 2011 Karen Martin & Associates
47
48. Summary Metrics: Time
Percent Activity (%Act) (also referred to as
Activity Ratio)
The percentage of time anything is being done
to the work passing through the system (whether
value-adding or non-value-adding)
%Act = (∑PT ÷ ∑LT) × 100
100 – %Act = % Time Work is Idle
Common finding = 1-10%
Could also calculate %VA to show much activity
is value-adding – is typically lower than % Act.
© 2011 Karen Martin & Associates
48
49. Summary Metrics: Quality
Rolled First Pass Yield (RFPY)
The percent of value stream output that passes
through the process “clean,” with no “hiccups,”
no rework required.
RFPY = %C&A x %C&A x %C&A…
Common finding = 0-15%
Multiply ALL %C&A’s, even if parallel processes
© 2011 Karen Martin & Associates
49
50. Summary Metrics: Labor Effort
Total PT
Sum of all activities, not just timeline
Labor Effort
# FTEs
=
Total PT (in hrs) X # occurrences/year
Available work hrs/year/employee
•FTE = Full-time Equivalent (2 half time employees = 1 FTE)
© 2011 Karen Martin & Associates
50
51. Metrics-Based Process Mapping
Summary Metrics
Metric
Timeline PT
Timeline LT
% Activity
Rolled First
Pass Yield
Total Process
Time
Labor effort
Freed capacity
Current State
Projected
Future State
Projected %
Improvement
52. Document the Current State
Step 9 – Identify the value-adding (VA)
and necessary non-value-adding (N)
activities
Use small colored post-its labeled with “VA” or
“N”.
All unlabelled post-its represent waste.
NOTE – this is the first of two “bridge steps”
between current state documentation and
future state design.
© 2011 Karen Martin & Associates
52
53. Step 9: Label the value-adding (VA) and
necessary non-value adding (N) activities
© 2011 Karen Martin & Associates
53
54. Customer-Defined Value
Value-Adding (VA) - any operation or
activity your external customers value
and are (or would be) willing to pay for.
Non-Value-Adding (NVA) - any operation
or activity that consumes time and/or
resources but does not add value to the
product (good or service) the customer
receives.
Necessary – support processes, regulatory
requirements, etc.
Unnecessary – everything else - WASTE
© 2011 Karen Martin & Associates
54
56. Typical Current State Findings
Unnecessary
NVA
Available
to work on
Necessary
NVA
Value Add
“N”
Post-it
Available to
next step
“VA”
Post-it
Future State Design: How can we advance from one “VA”
or “N” step to the next and eliminate all waste?
© 2011 Karen Martin & Associates
56
57. Document the Current State
Step 10 – Circle the step-specific metrics
that indicate the greatest opportunity for
improvement.
Low step-specific %activity, low %C&A, etc.
This is the second of the two steps that
provide the bridge between current state
documentation and future state design.
Use a brightly colored marker
© 2011 Karen Martin & Associates
57
58. Step 10: Circle the data that indicates
the greatest need for improvement
59. Standardizing Work – Step 3
Study the current state to gain a deep understanding
(observe, measure, document)
Go to the Gemba
Document the current state – Options:
Spaghetti diagram
Metrics-based process map (MBPM)
Photos/drawings
Identify variation in terms of inputs, data, people, equipment &
supplies, environment, etc.
Study root cause(s) of variation
Five why’s
Cause-and-effect diagram (fishbone)
Pareto
What are the best practices?
© 2011 Karen Martin & Associates
59
60. Current State Facilitator Tips
Keep the team focused on current state.
Quickly flip chart future state ideas to capture them, then return
to current state.
If the LT is 8 hrs for a block, it doesn’t matter if the PT is
5 or 8 mins.
Limit debates over things that don’t matter.
If three people perform the work three different ways,
select one way for the current state map.
Create a safe environment for “telling the truth.”
“It is what is it. No blame. No worries.”
“People aren’t the problem. The process is the problem.”
Help them “digest” how “bad” the process is.
“It’ll be easy to be a rock star!”
© 2011 Karen Martin & Associates
60
61. Process for Creating
Standardized Work
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define scope – “fence posts” and conditions.
Form improvement team.
Study the current state to gain a deep understanding.
Design the improved state.
Document the improved state.
Test and gain consensus.
Finalize and implement new standardized process.
Measure results; adjust if needed.
Monitor ongoing performance.
© 2011 Karen Martin & Associates
61
62. Standardizing Work – Step 4
Design the improved state.
Assure it’s an improvement, not merely
change.
Avoid “process tampering.”
Plan
Act
Do
Check
© 2011 Karen Martin & Associates
62
63. Avoid “Process Tampering”
Process tampering is making changes without:
a complete understanding of the process.
the basis (measurement) to predict how the process
will perform with the improvement in place.
Process tampering is often a result of firefighting
– dousing the flames without the basic
understanding of what caused them and root
cause corrective action.
Process tampering typically doesn’t lead to
improvement and often worsens the process.
© 2011 Karen Martin & Associates
63
64. Avoid “Process Tampering”
Process Improvement
Process Tampering
Simplifies
Complicates
Fire Prevention
Fire Fighting
Measurable
Subjective
Fact Driven
Opinion Driven
Improves Morale
Erodes Morale
Prediction
Detection
Customer Focus Mandatory
Customer Focus Optional
Processes are Improved
Blame is Established
Saves Money
Costs Money
© 2011 Karen Martin & Associates
65. Future State Design
Standardize work, resulting in:
Increased quality
RFPY and %C&A for individual process steps
Increased responsiveness / better flow
Timeline LT and LT for individual process steps
Increased % Activity
Reduced labor effort (to free capacity)
Total PT for entire process
Increased safety
Less stress; increased morale
© 2011 Karen Martin & Associates
65
66. Future State Design Considerations
Eliminate steps / handoffs
Combine steps
Create parallel paths
Alter task sequencing
and/or timing
Implement pull
Reduce / eliminate batches
Improve quality
Create an organized, visual
workplace
Reduce changeover
Eliminate motion &
transportation
Standardize work
Eliminate unnecessary
approvals /
authorizations
Stop performing nonvalue adding (NVA)
tasks
Co-locate functions
based on flow; create
cells (teams of crossfunctional staff)
Balance work to meet
takt time requirements
66
67. Standardizing Work While
Allowing for Variation
Create a “process spine”
Standard work at key milestone points
Controlled variation between the standard
work points
Accommodates the “art” of knowledge work
x
x
x
Standardized Work
x
x
68. PACE Improvement Prioritization Grid
Easy
5
4
13
23
8
22
17
3
10
21
1
16
15
20
19
14
6
7
11
2
18
12
Difficult
Ease of Implementation
9
High
Anticipated Benefit
Low
69. Create an Action Plan: Who, What, When, Where, and How?
Future State Implementation Plan
Value Stream Outpatient Imaging
Implementation Plan Review Dates
Executive Sponsor Allen Ward
11/1/2007
Value Stream Champion Sally McKinsey
11/21/2007
Value Stream Mapping Facilitator Dave Parks
12/13/2007
Date Created 10/18/2007
Block
#
2
Goal / Objective
Improve quality of referral
Improvement Activity
Type
KE
Implement standard work for referral
process
Owner
Sean O'Ryan
PROJ
1/10/2008
Implementation Schedule (weeks)
2 3 4 5 6 7 8 9 10 11 12
Dianne
Prichard
3, 4
Reduce lead time beween schedulingand
Cross-train and colocate work teams
preregistration steps
5, 6
Eliminate the need for two patient checkins
Collect copays in Imaging
KE
Michael
O'Shea
6
Eliminate bottleneck in waiting area
Balance work / level demand
KE
Dianne
Prichard
9
Eliminate lead time associated with
transcription step
Implement voice recognition technology
PROJ
Sam Parks
10
Eliminate batched reading
Reduce setup required
KE
Sam Parks
7
Reduce inventory costs, regulatory risk
and storage needs
5S CT supplies area; implement kanban
KE
Michael
O'Shea
12
Reduce delay in report delivery
Implement additional fax ports
PROJ
Martha Allen
12
Reduce delay in report delivery
Increase percentage of physicians
receiving electronic delivery (rather than
hard copy)
KE
1
Martha Allen
Approvals
Executive Sponsor
Value Stream Champion
Value Stream Mapping Facilitator
Signature:
Signature:
Signature:
Date:
Date:
Date:
Date
Complete
70. Document Projected
Future State Results
Metric
Current State
Projected
Future State
Projected %
Improvement
Timeline PT
Timeline LT
% Activity
RFPY
Total PT
Labor Effort
Freed capacity
© 2011 Karen Martin & Associates
70
71. Summary Metrics: Labor Effort
Total PT
Sum of all activities, not just timeline
Labor Effort
# FTEs
=
Total PT (in hrs) X # occurrences/year
Available work hrs/year/employee
Freed
= Current State FTEs – Future State FTEs
Capacity
* FTE = Full-time Equivalent (2 half time employees = 1 FTE)
NOTE: Can convert into labor expense if want to show financial
impact of waste. Or report in hours if less than 1 FTE
difference.
© 2011 Karen Martin & Associates
71
73. Future State Facilitator Tips
Reduce resistance by pointing out how “boring” waste is
and how energizing it is to provide customer value.
Spark innovation by using examples outside your own
company / industry.
Guarantee the team that they will not lose a paycheck
and that they’ll be properly trained for any new role they
take on.
Guarantee the team that if the process is more difficult
(after a learning period), you’ll revisit the improvement.
Guarantee the team that you’ll only make a process
change if it’s indeed an improvement.
© 2011 Karen Martin & Associates
73
74. Process for Creating
Standardized Work
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define scope – “fence posts” and conditions.
Form improvement team.
Study the current state to gain a deep understanding.
Design the improved state.
Document the improved state.
Test and gain consensus.
Finalize and implement new standardized process.
Measure results; adjust if needed.
Monitor ongoing performance.
© 2011 Karen Martin & Associates
74
75. Standardizing Work – Step 5
Document the improved state
Reduce reliance on traditional standard
operating procedures (SOPs)
Increase reliance on the metrics-based process
map itself and “job aids.”
Include the expected process performance
metrics.
© 2011 Karen Martin & Associates
75
76. The Improved State Becomes Standard Work
Current State Metrics-Based Process Map
0
PT Units
1
0
Seconds
Hours
Minutes
Days
LT Units
15
6
-1
0
Seconds
Hours
Minutes
Days
Process Details
Specific Conditions Domestic orders through sales force
Occurrences per Year 37,500
Hours Worked per Day 8
Date Mapped 25-Jun-08
Step # ►
Function /
Department
1 Customer
Mapping Team
Diane O'Shea
Sean Michaels
Sam Parks
Sally Dampier
Michael Prichard
Process Name Order Fulfillment
1
2
Activity
PT
LT
%C&A
Fax PO to Sales
Rep
0
0
Ryan Austin
Mary Townsend
Facilitator
Dave Morgan
3
4
45%
PT
LT
%C&A
Activity
PT
LT
%C&A
Review PO;
clarify with
customer as
needed
20
2
90%
Fax PO to
warehouse
10
4
Activity
PT
LT
%C&A
Activity
PT
LT
%C&A
Check inventory
levels; notify
Sales Rep re:
status
2 Sales Rep
Activity
5
90%
5
4
95%
Fax PO to Sales
Rep
5
0.33
90%
5 Finance
6
Warehouse /
Shipping
Critical Path PT
Critical Path LT
Rolled %C&A
Total PT
0
20
0
0
10
2
45%
20
5
4
90%
10
5
4
90%
0.33
95%
5
90%
5
From Metrics-Based Process Mapping: An Excel-Based Solution (Productivity Press)
77. Color-Coded Summary Metrics Sheet
Auto-Calculates:
Summary time and quality metrics for before and after maps
Projected % improvement (color-coded for visual ease)
Staffing requirements
User-defined metrics
78. Standardized Work Job Aids
• Simple
• Visual
• Physical
• Posted at
point of use
• Created by
people who
do the work
and tested
by others
79. Job Aid Criteria
Serves as memory jogger
Simple
Just the facts
Strong emphasis on
reducing variation to
improve safety, quality &
efficiency
Visual - Strong use of:
Color
Photos
Drawings
© 2011 Karen Martin & Associates
Physical
Posted where the work is
done (and/or carried by
process worker)
Not hidden in a computer
Created by the people
who do the work
With strong involvement by
the customer
Test thoroughly!
Gain consensus!
79
82. Assembly Visual Aid
Page 1 of 2
OP#:
CELL:
2
25
DESC.:
Threading Operation
Authorized By: Joe Blow
MODEL(S):
DOC. NO. :
Inspect work done at previous station
Step 1
1Take part from cart
2 Inspect for cracks, burrs and poor plating (see
sample boards)
Step 4
1. Switch button from “manual” to “automatic”
Value add operations
Step 2
1. Place body in machine fixture.
2. Make sure part is seated in fixture as shown in photo
Step 5
1. Once part is threaded, take out of fixture and load
next part
2. Review that part is threaded properly
All model “A”s
V25-2A
DATE:
03 / 03 / 97
Self inspection
Step 3
1. Pull the red button located at the front of the
machine
Step 6
1. Place piece on mounting rail for next operation.
85. Process for Creating
Standardized Work
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define scope – “fence posts” and conditions.
Form improvement team.
Study the current state to gain a deep understanding.
Design the improved state.
Document the improved state.
Test and gain consensus.
Finalize and implement new standardized process.
Measure results; adjust if needed.
Monitor ongoing performance.
© 2011 Karen Martin & Associates
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86. Improvement Testing
Purpose: Work out the bugs and gain
consensus (to enable sustainability)
Run on “real time” processes.
Have others review, comment, etc.
As broad a sample as is “reasonable.”
Adjust as needed.
Plan
Act
Do
Check
© 2011 Karen Martin & Associates
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87. Process for Creating
Standardized Work
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define scope – “fence posts” and conditions.
Form improvement team.
Study the current state to gain a deep understanding.
Design the improved state.
Document the improved state.
Test and gain consensus.
Finalize and implement new standardized process.
Measure results; adjust if needed.
Monitor ongoing performance.
© 2011 Karen Martin & Associates
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89. Finalize & Implement
Implementation = relevant and effective
training.
Consider non-traditional means.
Never communicate changes by email
alone.
Plan
Act
Do
Check
© 2011 Karen Martin & Associates
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90. Process for Creating
Standardized Work
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define scope – “fence posts” and conditions.
Form improvement team.
Study the current state to gain a deep understanding.
Design the improved state.
Document the improved state.
Test and gain consensus.
Finalize and implement new standardized process.
Measure results; adjust if needed.
Monitor ongoing performance.
© 2011 Karen Martin & Associates
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91. Measure Results
Use the same metrics so you compare
apples to apples.
Adjust if needed.
Communicate results!
Post the results in a high traffic location.
© 2011 Karen Martin & Associates
91
93. Process for Creating
Standardized Work
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define scope – “fence posts” and conditions.
Form improvement team.
Study the current state to gain a deep understanding.
Design the improved state.
Document the improved state.
Test and gain consensus.
Finalize and implement new standardized process.
Measure results; adjust if needed.
Monitor ongoing performance.
© 2011 Karen Martin & Associates
93
94. Standardizing Work – Step 9
Monitor ongoing performance –
continuously improve as needed.
Who?
Establish a “process owner” – supervisor or below
How often?
How are results communicated?
Who coordinates ongoing improvement?
“You get what you expect and you
deserve what you tolerate.”
© 2011 Karen Martin & Associates
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96. Work Standardization: Summary
Must be created by the people who actually do the
work.
Remove all obstacles to worker success.
Beware of over-standardization re: process and
environment – it’s the results that matter.
Must be clearly and easily communicated; MBPM
and job aids are indispensible tools.
Must be monitored and modified frequently.
Frequent retraining may be necessary.
© 2011 Karen Martin & Associates
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99. Learning Objectives
The benefits of work standardization.
The step-by-step process for work standardization.
How to standardize “high variation work.”
Characteristics of job aids.
Current state documentation techniques.
How to create Metrics-Based Process Maps.
© 2011 Karen Martin & Associates
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100. For Further Questions
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
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100