EGR 99 Principles of Lean Systems Standard Work Overview Provide overview of standardized work concepts, tools and methods Importance of standardized work for managing in a lean environment Awareness of how to utilize this information to identify waste and plan opportunities for improvement Learning Objectives The written current best method for safe and efficient work that meets the required quality and provides the standard for continuous improvement Definition of Standardized Work
Created by a supervisor or engineering Static; it is ever changing as workers continually improve the operation Buried in some desk Merely worksheets; it is a system for closely checking the actual performance of the production operations Standardized Work Is Not... Tool to build in quality at each process Manufacture only what sells and avoid over-production Produce at lowest cost Improve operations and minimize waste Centered around human motion The Role of Standardized Work Value Added Waste Motion/Work?? Work Focus on waste identification and reduction Necessary Non-value Added Categories of Work Motion 6
Value Added Motion/Work?? Work Necessary Non-value Added Waste Waste Defined Waste is anything that takes time resources effort or space but does not add value to the product or service delivered to the customer 7 Necessary Non-Value Work is any activity that is necessary under the current operating conditions, but adds no value to the product. Value Added Motion/Wor k?? Work Necessary Non-value Added Waste Necessary Non-Value Work Defined 8 Value-added activities are those which add form, fit or function to the product. Any activity that does not add form or function is considered nonvalue-added waste. Value Added Motion/Work?? Work Waste Value-Added Defined Necessary Non-value Added 9
Defects Waiting Motion Over Production Inventory Over Processing Conveyance Seven Major Wastes 0 Work Point Of View Centered around human movements Work done the same way each time Equipment Point Of View Minimal trouble with machinery or equipment Minimal fluctuation in the operation of equipment or production time Quality Point Of View Minimal trouble in processing quality Pre-Requisites for Standardized Work Clear accessible documentation of the current best method Reduces variation, same way between job rotations and shifts Reduces costs from variation Consistent quality results Consistent quality increases Competitiveness, customer satisfaction, job security. New workers/operators learn quicker What Are The Benefits?
Part No. Line name Manager Supervisor Produciton Capacity Sheet Part Name Max Daily Output Step Base Time Tools Processing No. Process Name Machine No. Manual Machine Time To Change Time to Capacity Time Time Complete frequency change Totals Part No. Required Man ual & Name QPS Work Date Per Shift Auto matic Process Analysis Sheet Takt Walking Name Dept. Time Time No. Operation Man. Auto Walk 0 0 0 0 0 60 6 70 7 80 8 90 9 00 Current Output Person / Day Remarks Date Group Name Pcs Totals Learning from others experiences (shared learning) Organizational knowledge Easier to spot problems Base for problem solving Base for improvement Expertise reflected in standard work Results in PROCESS STABILITY What Are The Benefits? (cont d) It serves as a foundation for continuous improvements Basis for problem solving All workers use standardized work once it is implemented Post at line side, naming the (current) best method for doing the job Standardized Work is a Baseline Standard Work Sheet Combination Time Table Capacity Sheet Standard Work Forms
. Takt Time. Work Sequence 6. (Standard Work-in-Process - (SWIP)) 6 Standard Work in Process Three Elements of Standardized Work 6 Standardized Work Sheet Step No Operation Name: Brew Tea Standard Work Sheet Time Work Elements Manual Auto Walk Collect cup and return Collect spoon and return 6 Collect tea and sugar and return 6 Collect milk and return Collect teapot and return 6 Place teabags in teapot 8 7 Fill kettle with water 0 8 Return kettle and boil water 80 9 Fill teapot with hot water 8 0 Return kettle Allow tea to brew 0 Pour tea into cup Add milk Add sugar Stir with spoon. Work Sequence Total Process Time. Work Operation Number: Written by: Luther Cottrell Date: 0/07/00 Tooling Required Spoon 7. Safety & Quality Checks SequenceTimes 66 00. Takt Time Takt Time: 80 8 6 9 Work Area SWIP: 0 Kettle Cell / Workstation Layout Tea Pot Tea/Sugar. SWIP Approved by: MC Champ Cups. Area Layout Cold Water Milk 6. Work Movement Spoon # 7 Safety Concern Quality Concern In Process Stock Key Point Health & Safety Points ***Perform all work according to applicable E specs*** 7 Total available production time divided by total customer requirements TAKT Time 8 6
Takt time is the time in which one part needs to be produced to satisfy customer demand 8.0 hours/ day /h/day min/day Takt time = total time available* total customer demand shifts / day 0 min/day 8.0 hrs/shift 7.0 h/day Management allowances Includes machine inefficiencies/ breakdowns Clocked time from operators Lunch or breaks Note: Takt time makes no allowances for machine inefficiency (e.g. breakdowns, changeovers. In real life, the target cycle time is used instead of the takt when inefficiencies have to be taken into account in the production planning TAKT Time s Team meetings Total time available 9 The actual time it takes to process unit includes human & machine work and walking & waiting time. Measured by taking the average time measured over a representative sample size. Cycle Time 0 If TAKT Time and Cycle Time are not equivalent, an imbalance exists in the operating system When TAKT Time and Cycle Time are equivalent, overproduction is prevented by maintaining the cycle Cycle Time min. TAKT Time ( min.) A B C D E Operators TAKT & Cycle Time Relationship 7
6 Standard working sequence Work Sequence is the order in which the work elements are done in a given process Note: When work sequence is not clear process steps vary, some may be omitted and defects occur. Work Sequence Work occurs in a sequence of fixed steps Sequence steps are always followed Failure to follow work sequence can: Compromise Safety Cycle time fluctuation Defects generated Steps in process overlooked Machinery may be improperly used and subsequently damaged Work Sequence The Standard Work In-Process (SWIP) is the minimum number of unfinished components necessary for the smooth completion of a work sequence. 6 Standard Work in Process Standard Work In-Process 8
Why is Standard In-Process stock determined? Minimizes the amount of in-process inventory between manufacturing steps in the same work station Determines the minimum amount of stock required to keep the process running Sets maximum stocking level Controlling Standard In-Process Stock What is the difference between TAKT Time and Cycle Time? Why is a standard work sequence necessary? What is Standard In-Process Stock? Reflection 6 Production Capacity Sheet Date Group Part No. Line name Name Manager Supervisor Produciton Capacity Sheet Part Name Max Daily Current Output Output Person / Day Pcs Step No. Process Name Base Time Tools Processing Machine No. Manual Machine Time To Change Time to Capacity Time Time Complete frequency change Remarks Used in processes that incorporate machines Lists the production capacity of each process Shows the bottleneck process Provides the focus for Continuous Improvement activities Becomes the basis for Standardized Work Combination Tables Totals 7 9
OPERATIONAL TIME PER SHIFT (SECS) PRODUCTION CAPACITY = TIME TO COMPLETE + SETUP TIME INTERVAL OF CHANGE e.g. 6,00 + 0 00 PRODUCTION CAPACITY = 607 units Production Capacity Sheet 8 Date Group Part No. Line name Name Manager Supervisor Produciton WRA N 6 AD Capacity Sheet Part Name Max Daily 9 Total Available #8 Pinnion Output Time (seconds) 600 Secs Step Base Time Tools Processing No. Process Name Machine No. Manual Machine Time To Change Time to Remarks Capacity Time Time Complete frequency change Gear - Rough Cutitng GC-6 8 00 0 607 Gear- Edge Chamfering CH-8 6 7 000 60 06 Gear - Front Finishing GC- 6 8 00 0 9 Gear - Rear Finishing GC- 6 0 6 00 0 78 Check TS-00 7 0 - - 60 Totals 9 The Standardized Work Combination Table is the result of examining the range of work a single work group member can cover. It is based on the Takt Time. Standardized Work Combination Table 0 0
Why do we need to use SWCT? Combines human and machine movement based on Takt Time Determines the range of work for which an employee is responsible and the work sequence Allows for judgment of the impact of a change in Takt or other operating parameter changes Standardized Work Combination Table Standardized Work Combination Table Example People are the focus of standardized work Importance of People
Defines safe work practices Creative thinking leads to significant improvements in quality and productivity Affects how workers efficiently interact with machinery Assists in training new workers Importance of People Define and complete std. work forms Update SWS forms following continuous improvement activities Maintain SWS forms. Ensure conformance to the agreed standardized work sequence Role of Team Leader/ Members Ensure consistency of approach across all work groups Ensure that operators are conforming to the standardized work sequence Provide appropriate guidance and support for continuous improvement and re-balance activity Role of Production Management 6
Standardized work must be updated each time there is a process or machine change Management should review the operators standardized work (go and see) on a regular basis Methods for Monitoring Sustainability 7 Maintain safety at the job site Maintain quality at the job site Maintain correct work sequence Insures training consistency and efficiency Highlights problem solving opportunities Why do We Need to Audit Standardized Work Sheets? 8 Standardized Work Sheets for every production job function Standardized work is fostered and understood by all employees Workers are the focal point of standardized work Key Points 9
High production efficiency has been maintained by preventing the recurrence of defective products, operational mistakes, and accidents, and by incorporating workers ideas. All of this is possible because of the inconspicuous standard work sheet. - Taiichi Ohno Standardized Work Summary 0