STANDARDIZED WORK

•Standardized is building consistent processes to

achieve It helps consistent results. It helps in
controlling variations found in processes, in order
to achieve consistently repeatable results.
• The process implemented provides for
continuous improvement.
• Efficiently making a quality product.
•In standardized work each task is defined,
refined, and improved.
•The standardized work is the foundation for
making continuous improvement in a production
process.
• It clearly shows work elements, process, cycle
time, and tact time.
• Standardized work can be used as a tool for
making quality products and a visual control
for waste identification.
The steps involved in standardized work are
as follows:
 Define well each step in all the processes and
perform it in the same manner.
 Define the most efficient methods of producing
products using available equipment, people
and material
 Depict the key process points, operating
procedures,
Production sequence, safety issues and quality
checks.
 Identify the amount and location of inventory
 Fix and control the cycle times.
Standardized work allows the management
to assess the current conditions and identify
problems. The organization is able to
measures the performance easily and
compare it with standards.
While standardizing the work, the following
are essential;
 There should be a minimum supply lead time.
 To the extent possible the supplier should be
located as close a possible to the production unit.
 The distance the material travels through the
process must be minimal.
 Each production process should be located as
close to the next process.
 Storing of material should be in a such a way that
first in first out method of issue is followed.
 Both hands and feet movement should be limited.
 Materials should be organized such that they are
within easy reach.
 Tools used should be located so as to have
minimum movement.
Gauges, inspection facility to be closely placed.
Procedures/ standards used on a regular basis should be as close
as possible.
Switches, controls should be positioned close to the operators.
Safety equipment should be readily accessible.

PULL SYSTEM
In a traditional organization production is pushed from one
operation to the next regardless of whether there is customer order
and finally the sales personnel pushes the product in the market. This
is so-called push systems creates large amount of inventory and the
problems associated with it.
Most of the times products are produced in order to keep the
machines fully loaded resulting in large inventory, obsolescence,
quality problems and large space occupied.
Pull system is backwards motion. Products are produced only
when there is order from the customer, both internal and external.
Since in pull system, production happens as a single piece flow or in
small bathes, if there are quality problems, they can be deducted
immediately and corrective actions taken on time. Raw materials are
produced just in time which helps in avoiding large inventory.
 LEVEL PRODUCTION
• It might be the case that even if pull system is
applied, the work centers are not equally loaded.
• The situation may be that after the first work
centre finishes its work, there is a waiting period
for the second work centre to start.
• Another situation can be that the second work
centre works faster than the first work centre and
keeps waiting for the material to be loaded.
• Bothe these cases create waiting which is a
waste.
• The best way is to balance the work centers to
the extent possible and reduce the waiting. Level
production is very important and needs to be
done carefully.
 CONTINUOUS IMPROVEMENT
• Lean manufacturing is introduced in an
organization by stabilizing the operations and level
production., standardizing the work, pull system.
• No organization can ever say they are totally
improved and that there is no scope for further
improvement.
• The best way to achieve continuous improvement
is by forming groups that take up small group
activities of improvement. The groups should be
encouraged to work on those areas where there
are no problems.
The lean manufacturing can be successful only
when the organization strives for continuous
improvement.
 Training and Implementation
The management should make a training plan
and an implementation plan.
For training and implementation, the following
steps needs to be complied with:
1. A lean champion has to be selected.
2. Then lean leaders and lean associates are
chosen
3. A meeting has to be called between the lean
leaders and associates
4. The CEO of the organization has to explain
the necessity of training and implementation
5. A detailed training schedule in consultation with
the training source has to be prepared
6. The leaders and the associates have to be trained
7. Brainstorming sessions should be held where
projects, that have to be implemented are chosen
8. For each project the lean leaders have to be
identified
9. A project charter is prepared with the possible
cost savings
10. Detailed project plan
11. Brainstorming sessions with their associates
12. The next step is to commence with project
implementation
13. At regular intervals to be reviewed
14. The savings done when implementing the
projects
15. The employees are then trained in 5S
implementation
16. Once the employees are trained,
implementation of 5S activity starts
18. The results of 5S are finally measured
 SELECT THE CHAMPION
 Has visible leadership
 Develop the strategy for T & I
 Get financial approvals where required
 Plan and organize training programmes
 Plan cost savings and monitor
 Plan cost savings and monitor
 Plan key milestones
 Keep the overall initiative on track
 Inspire and promote lean culture
 Select the lean leaders and associates
 Identify the projects and prepare a project
charter
 Monitor the project on a regular basis and
report to the top management
 Identify and remove irritants and help lean
leaders to achieve targets
 Direct and mobilize the teams
 Make sure the experience by the teams are
shared
 Take full responsibility for the project
The success of the lean programme
depends on the champion, on his drive,
enthusiasm, team motivation and the ability
to listen.
 SELECT LEAN LEADERS AND LEAN ASSOCIATES
• Who are qualified and Experience
• Self-motivated
• Energetic
• Leadership qualities
• Team player, guide teams and full responsibility
• Possess good communication skills
• Selected based on the data prepared by the HR
departmental heads and their interaction with the
candidates
It is customary to have more representation from
dept. they are more activities such as mfg., supply
chain.
 Responsibilities of the lean leaders
1. Prepare initial project assessment to validate
benefits.
2. Lead and direct the team to execute projects.
3. Determine the most effective tools to apply.
4. Identify project resources.
5. Ascertain appropriate and applicable input
from knowledgeable functional experts/team/
leaders/coaches.
6. Report progress to the lean champion.
7. Present the final report.
8. Deliver results on time.
9. Solicit help from the champions when
needed.