Standard Operations

Standardization
To standardize a method is to choose out of the many methods the best one, and use it. Todays standardization, instead of being a barricade against improvement, is the necessary foundation on which tomorrows improvement will be based. If you think of standardization as the best that you know today, but which is to be improved tomorrow, you get somewhere. But if you think of standards as confining, then progress stops.

Henry Ford, 1926

When there is no standard, there can be no Kaizen

Taiichi Ohno

Standard Operations
Why do we need standardized processes?
Quality: Standard processes produce predictable results
and predictable cycle times.

Delivery: JIT Pull Production requires reliable lead times

based on predictable cycle times.

Cost: Standardized processes are the foundation of

continuous improvement.

Standard Operations Improvement Cycle

Clarify Improvement Needs (Establish targets/ objective)

Construct New Standard Work Sheet

Improvement Begins Here

Observe As-Is Process (Time Observation)

Resolve Problems Prevent Recurrence

Identify Problems

Each new Standard Work Sheet becomes the basis for another cycle of improvement.

Process Standardization - Then & Now

Traditional Manufacturing
Developed solely by Manufacturing and Industrial Engineers Managers job to enforce adherence to standard practice.

Lean Manufacturing
Developed with people who perform the work! Managers job is to motivate, educate and facilitate. Focus is on efficient use of resources through entire process with direct link to customer needs - takt time! Eliminates the option to do anything else!

Focused on optimizing a specific area, machine or process - no link to customers needs.

Allows personal variation in task completion Enforced discipline breeds resistance and resentment. Stifled innovation and motivation

Empowerment - workers own the process!

Provides outlet for new ideas and continuous improvement!

Standard Operations
What is meant by Standard Operations?
The principles, tools, and techniques used to ensure process standardization in a just-in-time environment Developed by the people who do the work Focused on efficient use of resources through waste elimination Establishes the foundation for continuous improvement

Standard Operations
4 elements of standard operations
Standard work sequence Takt time Line balancing Standard work-in-process

Standard Work Sequence

Defined sequence of activities that each operator performs to complete each cycle

Standard Work Sequence

What is it?
The series of steps determined to currently be the best way to perform a task.

Begin by documenting and timing the different methods used How to do it? 1. to accomplish a process 2. Combine the best practices from each process method that results in a safe, efficient way to complete the task at a sustainable pace 3. Break down the new process into its most fundamental steps and explore ways to improve each element with: - Waste elimination - Mistake proofing - Safe work practices 4. Document and time the new standard work sequence for everyone to use

Results!

A predictable cycle time for that task!

Reasons to Follow a Standard Sequence

Why do you do something the same way each time? Its the obvious and easiest method
Driving to work - you take the easiest route to ensure you arrive on-time Tying your shoes Square brownies not round brownies

Its the best proven method

Performance-driven - Olympic Events Sporting equipment 8 Track to CD, VHS to DVD Predictable results Identifies abnormalities

Its the law

Requires self-discipline--suffer the consequences Speeding or running a stoplight

Standard Work Sequence

How do you convince people to follow a standard sequence?
Involve them in the work sequence establishment in the first place

Monitor for compliance be supportive should adjustments

be necessary Eliminate the option to do anything else

Standard Operations 4 elements of standard operations

Standard work sequence

Takt time
Line balancing Standard work-in-process

How to Calculate the Takt Time

Time Available / Period Takt Time

=
Customer Demand / Period*

*Time periods must be consistent (shift, day, week . . . )

Standard Operations
4 elements of standard operations
Standard work sequence Takt time Line balancing Standard work-in-process

Line Balancing Example:

Observe the As-Is Conditions
What is the takt time?

Observe layout and material flow Are the processes standardized?

Measure operator cycle times What kinds of waste exist? What quality and safety conditions exist?

Observe the As-Is process

FG

A
RM

B
= Work in Process

Line Balancing Example

1. Chart existing operator cycle times
70"

Takt Time = 57 Seconds

45" 30" 30" 35"

Cycle Time

Operator A
swc s

B
swcs

C
swcs

D
swc s

E
swc s

Line Balancing Example

2. Determine Optimum Staffing Level
70 Takt Time = 57 minutes 45 30 30 35

Cycle Time

Operator A

Total OCT Operators required =

210 minutes

Takt Time

57 minutes

= 3.68

Line Balancing Example

3. Balance Work between operators

Initial Work Balance

3.68 Operators Required 57 57

57

TT = 57 39
Kaizen Focus

A
swcs

B
swcs

C
swcs

D
swcs

Line Balancing Example

4. Kaizen to Eliminate Waste TT = 57

57" After Kaizen

3 Operators Required

57"

57"

A
swcs

B
swcs

C
swcs

Standard Operations 4 elements of standard operations

Standard work sequence Takt time

Line balancing
Standard Work-in-process

Standard WIP

Defined number of pieces of inventory required to conduct the work sequence on demand

What is Standard Work-in-Process (SWIP)?

The minimum number of work pieces necessary to maintain a smooth flow of work

Why is SWIP important?

Facilitates one-piece flow and pull production necessary for predictable lead time

Where is SWIP required?

One piece at each operator hand-off One piece at each automated machine

One or more pieces when the cycle time of a task exceeds takt time

Steps to Standard Operations

Determine takt time

Balance operator work load Determine optimum staffing level Establish standard sequencing Establish Standard WIP
Create cells and eliminate waste!

Sustain

Adhere to the new process Continue to improve Retrain after each improvement