Standard Work Instructions

Standardization: The Foundation for Improving Any Process

Standard Work
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"Where there is no standard,

there can be no Kaizen”

Taiichi Ohno
Toyota Motor Company

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 Learning objectives

1. Understand the essential elements of standardized work to ensure

optimal performance.

2. Know the procedure for achieving standardization in any process.

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Content

I. BACKGROUND

II. WHAT IS STANDARD WORK INSTRUCTION?

III. DEVELOPMENT OF TALENT THROUGH STANDARDS

IV. BENEFITS

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 I. Background

Standard working methods were

developed by Taiichi Ohno and
Shigeo Shingo at Toyota during
the 1950s and 1960s.

Shigeo Shingo

Taiichi Ohno

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What is a Standard?

A standard is a rule or example that provides

clear explanations.
§ Continuous improvement methods depend
on identifying, setting, and improving
standards.
§ Standards form the baseline to analyze new
opportunities for improvement.

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 The lack of standards creates confusion and frustration

Which is the right plug?

Which dial turns a specific burner?

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Evolution of the “Stop” sign

§ Today, the “Stop” sign is

recognized all over the world

§ However, in the early days, do you

know what it was like?

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 No Standards in the early days

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Lack of standards was the problem

A lack of standards caused collisions, injuries,

and disorganization.
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 Types of standards

§ Regulations § Process Standards

§ Quality Standards § Manuals

§ Specifications § Notices

§ Technical Standards § Memos

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Value of user-friendly standards

§ Reduces costs
§ Reduces delays
§ Eliminates inspection costs
§ Reduces customer complaints
§ Improves efficiency and reliability of procedures
§ Improves employee skills and personal satisfaction

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 II. What is a Standard Work Instruction?

Standard Work Instructions (SWI) are instructions designed to ensure that processes
are consistent, timely and repeatable.
They are printed and placed near the work station.
The objectives and actual results of the use of the SWI are improvements in:
• Increase in Quality of the finished product or service
• Consistency of the finished product or service
• Increase in process performance
• Employee safety

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Job Instructions

It is recommended that operators, service providers, engineers, quality personnel

and HR staff all participate in the creation of work instructions to ensure all
aspects are included. Standard Work
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 Ladder of standardization

Direction of improvement
Step-by-step
progress to
higher levels of 6. Improvement of management methods: Information
standardization
5. Standardization of objects: Materials
4. Building standards into equipment: Production equipment,
computers, etc.
3. Standards for jigs, tools and alarm devices: Measurement

2. Standards manuals to clarify work sequences: Methods

1. Procedures explained by the most experienced personnel: People

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Then ... What is Standard Work?

It is a methodology that combines analysis tools and process standards (templates,
specifications, mechanisms, standard instructions, etc.) to define and sustain the
simplest method when performing an activity.

Processes : Safe
Analysis
Tools
Simple
Reliable
(speed and
Process Standards quality)

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 Components of standard work

White Belt Yellow Belt

Operation From: Unset Skid STANDARD WORK SHEET Part No. All

Takt Time Operator Loading Chart Cell/Line: WMC Sequence To: Set Skid Part Name: All WMC

By: CLD
1.4 Date: 1-19-03
Standard Work Sheet (SWS)
WORK INSTRUCTION
CUSTOMER
LOGO HERE Balance Chart 1.2
M anual Loading per U nit
O perator Takt Tim e F.G.
W .I. P / N : C O N TR O LLE D D O C U M E N T C u s to m e r : R iv e r s to n e
1 F.G.
W .I. : D O N O T D U P L IC A T E P ro d u ct 1
O P # RxCx 1x 5R0E-CV Mx 4x -2 5 6 : R C 15000 C M w /256M B
A1

Tim e (seconds)
D a te : 01/01/01 BY: D A TE: _________ P age : 1 of 1

0.8 + 1 5 R.M.

TQC

0.6 1 + Tools
A3 S8 6
0.4 3
2 9 in lbs .

W o r k C o n te n t
0.2
7
+
2 4

0
M illing Setting V BH Front V BH Back Elphiac A2
1 F.G.
John R.M.
1 3 Operator:
M anual Loading per U nit 1.026 TIME OBSERVATION
1.045 1.237
FORM
Obs. Date
1.045
1/ 15/ 04
1.147 Analysis # 1 R.M.
Process: Setting Obs. Time 7 A.M. Observer APT / CLD
1 O perator Takt Tim e 1.327 1.327 1.327 1.327 1.327
Lowest Adjusted
Adjust-
No. Component Task(s) 1 2 3 4 5 6 7 8 9 10 Elemental Elemental
ment
Time Time
1 UNLOAD - LOAD 6:0 7 7:20 33:57 3:30 42:25 Quality Check Safety Precaution Standard WIP # Pieces WIP Cycle Takt Time Cycle Time

2
A1
WALK
367
6:14
440
8:55
283
36:40
210
9:49
143
43:19
143 157 30 0
+ 3 2256s ( 38 min) 1830 s ( 31 min)

Time Study Data

to A2 7 95 163 379 54 7 43 50
3 INSP. 9:24 9:49 42:58 13:0 2 45:21 Product(s) WMC ( All) STANDARD WORK COMBINATION SHEET Date
1/ 16/ 0 4
Quota
25,0 0 0
Manual Work Takt Time (TT) 1.327

2 A2 190 54 378 193 122 54 66 120 Prepared Per Shift Auto Cycle Units per cycle 170 0 ft.

Job Instructions
V e r if y
Walking 2256 s
3 in lbs . 3 4 WALK 12:48 12:18 20 :58 47:0 9
Work From: Unset Skid By
CLD
One Block
20 sec.
CTT=
Sequence To: Set Skid Waiting (CTT = TT * Units per Cycle)

Collection Sheet
to S8 204 149 476 108 108 42 150 Operation Working Time (In Seconds)
5 INSP. 12:59 12:35 21:13 48:26 Step No. Description of Operation Time 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000 2100 2200 2300 2400

Manual Auto Walk

S8 11 17 15 77 11 19 30 Available Time
1 Unload & Load A1 30 0 60 0 50
6 WALK 13:40 13:0 6 21:49 50 :15
to A2 101 31 36 109 31 19 50 2 Inspect A2 120 519 150

7 UNLOAD - LOAD 19:46 20 :14 55:37 28:14 55:45 3 Inspect S8 30 710 50

A2 366 428 759 385 330 330 0 330
4 Unload & Load A2 330 519 50
8 WALK 20 :31 57:0 1 29:0 9 57:58
to A1 17 84 55 133 17 33 50 5 Inspect A1 120 60 0 70

9 INSP. 23:19 21:0 0 58:19 30 :40 59:20 6 Unload & Load S8 30 0 710 50
A1 213 29 78 91 82 29 91 120 Inspect A2,
7 120 519 90
Walk back to A1
10 WALK 25:19 22:0 0 33:44 1:0 0 :46
to S8 120 60 184 86 60 10 70

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11 UNLOAD - LOAD 30 :0 5 24:0 6 36:13 1:0 5:40
S8 346 126 149 294 126 174 30 0
12 WALK 31:18 26:0 5 1:0 3:18 37:42 1:0 6:21 CTT = 2256 s.
to A2 73 119 299 89 41 41 9 50

Combination Sheet (SWCS)

13 INSP. 34:18 27:0 1 1:0 6:22 38:40 1:0 8:17

14
A2
WALK
180
39:29
54
29:14
184
1:10 :0 6
58
40 :0 2
116
1:10 :31
54 66 120
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to A1 311 133 224 82 134 82 8 90

Time for 1 Cycle 2489 1752 2452 2402 1829 10 93 737 1830
Units Produced per cycle A1: 450ft 20.5min auto cycle; A2: 450 ft, 17.3min; S8: 800 ft 24min - total 1700 ft Low time for 1 cycle: TOTAL 1320
X 510

What is Not Standardized Work?

§ ISO 9001, BMP, or other regulatory standards

§ Static - A simple measure of “work content”
§ Restrictive - Rules of conduct or behavior
§ A process that limits creativity and innovation
§ A definition of the work, created by managers for workers

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 III. Development of Talent through Standards
In the content of the Yellow Belt program, we will learn to:

1. Prepare the 2. Identify 4. Verify

3. Transfer
Critical
Organization Knowledge
Knowledge Learning

Customer Not critical Job Instruction

Sales Satisfaction Deployment of Critical
Plan quality culture

Molding Machine Operator

Prepare the
Sales Quality Worker
Core Tasks Ancillary Tasks

Profit
Routine Core
Task
Machine
Tending
Quality
Machine
Operation
Miscellaneous Present the
Human De-
Trim
Spray
Sand
Mold Mold Mold Buff
Insp Start- Mold Shut Mach Data Safety Operation
Costs & Mold Mold Clea Spray Prep Mold up Change Down Cyclin Collec Gear
Resources Job Breakdown
Expenses training steps

Lean
Try Out
Development of
Six Sigma Human Capital Performance

Follow Up
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Transfer knowledge

Job Instruction Present the Operation

Prepare the Step 1: Trainer performs the task (without speaking)
Worker

Step 2: Trainer mentions the steps as he/she performs the task

Present the
Operation
Step 3: Trainer mentions the steps, as well as the key points, as
Try Out he/she performs the task
Performance

Step 4: Trainer mentions the steps and key points and explains why
Follow Up
the key points are important, as he/she performs the task

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 Multi-skills matrix

Each task has to be learned at the highest level of detail and must be evaluated
according to the skills shown during practice.
Name Register Get info. Diagnose Fix Testing Invoice Check out Total Ranking
John Smith 1 3 4 0 2 1 1 12 C
Bob Hope 5 5 5 5 5 5 5 35 G
Robert Mills 3 4 2 1 5 4 2 21 E
Dave Jones 1 0 4 4 2 2 1 14 C

Description Values Ranking Point Range Salary

A 1 to 5 points $ 750
Beginner (No experience) 1
B 6 to 10 points $ 890
Learning (Has a notion about the
2 C 11 to 15 points $ 990
process)
Good (works well, with good quality D 16 ato20 points $ 1,025
& speed) 3 E 21 to 25 points $ 1,290
F 26 to 30 points $ 1,440
Expert (mastered the operation) 4
G 31 to 35 points $ 2,000
Trainer (can train others) 5 Standard Work
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IV. Benefits
§ Achieve process stability
• Standardization ensures that procedures are always
performed identically to meet safety, quality and
speed standards.

§ It is a tool that initiates improvement actions

§ Establishes a baseline to evaluate and manage

processes and assess their performance

§ Ensures safer and more effective operations

§ Establishes an invaluable information bank

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