Standardized Work

Module 2
Week 4
Objectives
• Understand the application of
standardized work to efficiency
• Understand objectives of
common layouts
Methods Engineering vs Lean Thinking
Methods Engineering Lean Thinking
There is a single best way (and the There is no one best way to do the work.
engineers will find it).
Workers are not involved in designing the Workers should design the work.
work or making improvements.
Standards rarely change (and only the The purpose of standardized work is to
experts can change them). provide a basis for improvement.

• Method - the mix of man/woman,

machine, and material
• Standard work - a tool for
developing, confirming, and
improving our method (processes)
• Process - a set of steps or actions
with a clearly defined goal; it tells
the team member what to do,
when to do it, and in what order.
Benefits of Standardized Work
Process stability We need to meet our productivity, quality, cost, lead time, safety, and environmental
targets every time.

Clear stop and start These and knowledge of our takt, that is, our pace of production rationalized with our
points for each rate of sales and cycle times, allow us to see our production condition at a glance.
process
Organizational Standardized work preserves know-how and expertise.
learning

Audit and problem Standardized work allows us to assess our current condition and identify problems.
solving

Employee Team members develop standardized work, supported by supervisors and engineers.
involvement and
poka-yoke
Kaizen Standardized work provides the baseline against which we measure improvement.

Training Standardized work provides a basis for employee training.

Elements of Standardized Work
Takt Time Work Sequence In-process Stock
• our demand frequency, or • defines the order in which • the minimum number of
how frequently we must the work is done in a given unfinished work pieces
produce a product process required for the operator to
Formula: complete the process
We have to clearly define the without standing in front of
𝑂𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑇𝑖𝑚𝑒 best way to do each job action a machine
𝑇𝑎𝑘𝑡 =
𝐷𝑒𝑚𝑎𝑛𝑑 and the proper sequence: • Concept: The determining
• Proper posture factor is that work cannot
Where: • How the hands and feet progress without a certain
• Operating time = available should move number of pieces on hand.
time, e.g. no. of operating • How to hold the tools
minutes in one day • Accumulated know-how or
• Demand = customer the ins and outs of the job
volume requirement, e.g. • Critical quality or safety
no. of units required by the item
customer per day
Charts
Production Capacity Chart
• determines the capacity of the machines in a process
• documents machine and manual times and allows us to identify bottlenecks at a glance

Production Capacity of a machine

Formula:
𝑂𝑝𝑒𝑟𝑎𝑡𝑖𝑜𝑛𝑎𝑙 𝑡𝑖𝑚𝑒 𝑝𝑒𝑟 𝑠ℎ𝑖𝑓𝑡
𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦 =
𝑆𝑒𝑡𝑢𝑝 𝑇𝑖𝑚𝑒
𝑃𝑟𝑜𝑐𝑒𝑠𝑠 𝑇𝑖𝑚𝑒 + [ ]
𝐼𝑛𝑡𝑒𝑟𝑣𝑎𝑙

Example:
• Operational time = 460 minutes per 27,600 𝑠𝑒𝑐𝑜𝑛𝑑𝑠
𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦 =
shift (27,600 seconds) 30 𝑠𝑒𝑐𝑜𝑛𝑑𝑠
24 𝑠𝑒𝑐𝑜𝑛𝑑𝑠 𝑝𝑒𝑟 𝑝𝑎𝑟𝑡 + [1000 𝑝𝑎𝑟𝑡𝑠 ]
• Process time = 24 seconds per part
• Time needed to replace grinding wheel 𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦 = 1,148 𝑝𝑎𝑟𝑡𝑠 𝑝𝑒𝑟 𝑠ℎ𝑖𝑓𝑡
= 30 seconds
• Interval = every 1,000 parts
Charts
Standardized Work
Combination Table
• shows work
elements and their
sequence
• shows the time per
work element
• shows operator
and machine time
• shows the
interaction
between operators
and machines or
between different
operators
Charts
Standardized Work
Analysis Chart
• helps to rationalize
layout and to train
workers
• shows work layout,
process steps and
times, critical
quality and safety
items, and
standardized WIP
stock
Charts
Job Elements Sheet
• A job element is
the minimum
action or group of
actions required to
advance a
process.
• JES shows the
actions making up
the job element,
rationale, pictures
and photos
highlighting key
points, and
revision record
Time Measurement
Steps:

Become familiar with

Draw the process Show the work Write the work
the process area and
area layout. sequence. elements.
its surroundings.

Write the
Measure total cycle Measure the time for Identify and measure standardized work
time (at least 10 each work element irregular work (e.g., analysis chart and
times). (at least 10 times). clearing blockages). standardized work
combination table.
Efficiency
𝑂𝑢𝑡𝑝𝑢𝑡 Composition of cycle time:
𝐸𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑐𝑦 = Fluctuation - Process problems that cause instability
𝑀𝑎𝑛𝑝𝑜𝑤𝑒𝑟 Changeover - Product-related; changing from one product or part to another
Periodic Work - Process-related (e.g., material or tool change or cleaning weld tip)
Element Time - Value-added work, muda, incidental work (changeable and not
changeable)

Operator Balance Chart:

• a useful tool called an operator balance
chart for a process before and after
improvement
Kaizen
Guidelines for Economy of Motion
• Hand movements should be symmetrical and concurrent.
• Two-handed motions should be as compact as possible.
• Light work should be done with the hands and forearms, rather than the upper
arms and shoulders.
• Motion should flow freely.
• Work should be done in the “strong circle” a yard in diameter and directly in front
of the worker. Maintain appropriate body posture.
• Keep hands free as much as possible.
Kaizen
Guidelines for Layout and Equipment
• Identify home positions for tools and materials.
• Build flexibility into the layout to accommodate demand changes and taller or
shorter operators.
• Move parts horizontally. Avoid vertical part movement.
• Use gravity to move parts (e.g., with sloping parts racks).
• Place tools and materials conveniently.
• Ensure adequate lighting.
• Use colors.
• Use U-shaped layouts so that process start and end points are side by side.
Kaizen
Guidelines for Tools and Jigs
• Develop jigs to eliminate manual holding of materials.
• Use ergonomic tools (i.e., tools that are easy to grip, encourage good hand/wrist
posture, and minimize forces and vibration).
• Combine tools where possible (e.g., use a T-wrench instead of a socket wrench
and screwdriver).
• Where possible, use balancers that automatically withdraw the tool from point of
use.
Common
Layouts
Common Layouts
Effect
Other
Type Description Comments
Effi- Lead Waste
Quality
ciency Time
Islands Islands are isolated Poor Poor Poor Poor Conveyance muda,
(process from one another. scheduling hassles,
villages) Often workers in each high WIP, minimal
island build as fast as quality feedback.
they can regardless of
actual demand.
Connected Conveyors or chutes Some- Some- Some- Somewhat Still difficult to adjust to
islands connect islands. There what what what better demand changes.
(connected is no mechanism to better better better Somewhat less WIP (as
by control the amount of much as conveyor can
conveyors, inventory on hold).
no fullwork conveyors. Workers
control) typically build as fast
as they can.
Common Layouts
Effect
Other
Type Description Comments
Effi- Lead Waste
Quality
ciency Time
Connected Conveyors or chutes connect Some- Better Better Better Less WIP and
islands— islands. A visual device what conveyance muda.
(fullwork controls the amount of better
control) inventory between
processes. The upstream
process stops producing
when the downstream
process is full.
Cells Machines are side by side. Good Good Good Good Least WIP, conveyance
(continuous There is minimal inventory and motion muda.
flow) between machines. Ideally, Continuous quality
one piece is made at a time. feedback.
As soon as a piece is
processed, it moves to the
next process.