STANDARD WORK and

LEADERS STANDARD
WORK PRESENTATION
Don Vestal
Meridian Brick Plant 145
Phenix City, Alabama
STANDARD WORK
The “One Best Way” to accomplish
a specific task or operation. It is the
current best, safest, most compliant
method identified. It is the
“standard” or model for how
something gets done.

STANDARD WORK – Building YOUR

Organization on a Firm Foundation
STANDARD WORK
The most powerful but least used
lean tool. By documenting the
current best practice, standardized
work forms the baseline for
continuous improvement. As the
standard is improved, the new
standard becomes the baseline for
further improvements and so on.

IMPROVING STANDARD WORK

IS A NEVER ENDING PROCESS
STANDARD WORK OVERVIEW
A document centered around
human motion that combines the • Repetitive cyclical work
3
elements of a job into the most Requirements
• High Process and Part Quality
effective sequence without waste to • Low Equip. Downtime

achieve the most efficient level of • Takt Time (AT/CD)

production. SW 3 Elements • Work Requirement
• Standard work-in-process
Document

• Process Capability table

3 Forms • Standard Work combination
chart
• Standardize Work chart
BENEFITS OF STANDARD
WORK
• Clarifies the process – Captures what actions are
needed to complete the job
• Documents the best way to do a job – Sequences
the job into steps that are easy to follow
• Ensures operating consistency- Everyone does it the
same way, without exception
• Expedites employee training – Visual tool capturing
the process. No more job shadowing program or OJT.
Everyone receives the same training
• Provides a baseline for improvement – By having
the process documented, and the discipline to follow it,
we can easily spot where our improvement opportunities
are located
FORMS USEFUL IN DEVELOPING STANDARD WORK
STANDARD WORK
SEQUENCE
Standard work Sequence refers to the
series of steps in a single process that
is the fastest, most efficient, meets
quality expectations, and is safe
When the work sequence is carefully
followed, the cycle time will be
constant, no steps will be forgotten,
and chance of equipment damage or
other major problems will be
minimized

Follow the Sequence, get

expected/sustainable results!
TIME OBSERVATION FORM STEPS
• Step 1 – Watch the process until you have a clear
understanding of the complete process.
• Step 2 – Define a clear start point and finish point for
the process
• Step 3 – Breakdown the rest of the tasks in the process
into clear steps. Again, each step needs a start and stop
point
• Step 4 – Record each step you have identified in the
Component Task Column (highlighted in green)
• Step 5 – Record the time of each step using a time
device with a lap timing function. Use the lowest
repeatable time for each task when determining the
Cycle time.
The recorded Component Tasks on the
Time Observation are the Tasks you will list
on your Standard Work
STANDARD WORK
Waste produces non-value added
activity that our customers do not
want to pay for. By removing as
much waste as possible from our
process, we can focus on repeatable
value added activities, which reduce
our cost and improve profits.

By knowing our waste, we can

focus on value added activities!
 WRITING STANDARD
WORK
• Simple action verbs – turn, push, pull, etc.
• Simple tasks – Break tasks down to the simplest
value added activity possible.
• Understandable nouns – What is the equip. or part
known as throughout the plant (common speak)
• KISS Principal – Keep it simple, stupid!
• Understood by all – Focus on the individual
performing the work, not the individual that is
writing it.
Not the time to demonstrate your
impressive/vast vocabulary!
 STANDARD WORK
The Compliance Pyramid

MAKE IT THE ONLY WAY

FAIL -SAFE -No alternatives left

WARNING
VISUAL CONTROL TOOLS -Warns for abnormalities

SHOWING
VISUAL AIDS -One Point Lessons
-Visual Information (CTQs)

READING
-Manuals
PROCEDURES, INSTRUCTIONS, AND MANUALS
-Procedures
11
-Instructions
SIX CHARACTERISTICS OF
STANDARD WORK Current

Complete – All critical tasks recorded

Clear – Easily Understood instructions Communicated Complete

Correct – The correct sequence and step

Characteristics
Concise – Only needed description – no filler words of Standard
Work
Communicated – Build with input from individuals
performing task
Concise Clear
Current – The latest Process (Up to Date)

Correct
STANDARD WORK
COMMUNICATION
Standard work must be documented,
communicated and be accessible so
that people will know what they are
and can follow them.
If standard work is not documented,
communicated and made accessible,
people may still follow an old version
which will create waste and not meet
the required expectation

Standard Work is developed from

the bottom up so it is easier to
communicate from the top down!
 STANDARD WORK EXAMPLE
Crude Clay Startup
STANDARD OPERATION PROCEDURES WIP Safety
SYMBOLS
Quality Poka Yoke
Process
Oper. # 1
Time Required 30min
Crude Clay Startup SOP PLANT 3 pg 1 of 2

LEWIS UCHEE WOOLFORD

A1a A2a
A2 A2b A3a A3b A3c

A1b

A1 Open the gates to the truck hopper by opening and
securing each gate with the bungee cords (located on
the area circled in green). Once the gates are secure,
go back into the grinding room and ensure the traveler
belt is set for the correct bay. The Supervisor will inform
you of where the crude clay is coming from. We have 4
sources of crude clay; Woolford, Uchee, Lewis, and
Reclaim from Plant 4.
=
A2: Go up stairs next to the Simpliicty Screen to access the
catwalk (Fig. A2a). Always use three points on contact
when climbing starts. At the top of the stairs, you will find
the catwalk to the traveler belt and control switch (See
Fig. A2b) Again, always use three points of contact when
climbing the stairs.
Go To Next
Line (A4).
A3: At the top of the cat walk, you will be able to view the three
bays in the clay shed. The bay on the right side is for clay
received from the Woolfolk Mine (See Fig. A3c). The
middle bay is for clay from the Uchee Mine, and any
reclaim form Plant 4 (See Fig. A3b). The bay on the left
side of the shed is for clay from the Lewis Mine (See Fig.
A3a). The bays are labeled with white signs (blocked in
green). As listed in A1, ensure your Supervisor has
informed you of where the clay is coming from.

A4 A5a
A5 A5b A5c A6
UCHEE

Go To Next
Page 1 of 2
Step A7

A4 At the top of the catwalk, look at the traveler belt and A5 At the top of the catwalk, you will find the switch to move
ensure it is going to the correct bay. The traveler belt is the traveler belt (See Fig. A5a). If you want to move the A6 Rember, If we are dumping Reclaimed product form Plant
marked with the green arrow. belt to the left, you push the top bottom. If you want to 4, we will always dump that product in the Uchee Bay of
move the belt to the right, push the bottom button (See Plant 3. WE WILL NOT DUMP RECLAIMIN ANYOTHER
Fig. A5b). CRITICAL TASK: If the belt is empty you can BAYBESIDES UCHEE. Once traveler is set, walk down
move it to the right (See Fig. A5c). If you want to move it to the catwalk and stairs and go back to the control room.
the left, it must have clay on it or the belt will not move.
You will have to turn on the feeder belts to get some clay
on the belt. If not using reclaim, skip step A6 and go to
A7. You will need to walk back down the catwalk to the
OBJECTIVE: Crude Clay Startup SOP REV DATE DESCRIPTION Plt Mgr

Approval
SAFETY/PPE: Safety Glasses, Hard Hat, Safety Shoes, Protective Gloves Prd Mgr
TOOLS: Safety
Training
THE FRAMEWORK OF STANDARDIZATION

STANDARDS – A rule or example that provides STANDARDIZATION

clear expectations
STANDARD WORK – A set of work procedures that
establish the best and most reliable methods and STANDARD WORK
sequences for each process and each worker
STANDARDIZATION – The practice of setting,
communicating, following, and improving
standards and standard work STANDARDS
LEADERS STANDARD WORK (LSW) HISTORY
A relatively new term used in Management
to document the Management Process
Started to gain momentum when
organizations began implementing Lean
Tools with mediocre results. In
addition, results were not sustainable
and “back sliding” was evident.

LSW is the engine, driver for

sustainment of a Lean Management
System. Creates the discipline
needed to maintain results.
LEADERS STANDARD WORK
A strategic list of standard tasks performed
daily by the leaders, to achieve strategy
Team Leader
deployment and maintain continuous
improvement momentum.
• Is a tiered Gemba Walk not a group Gemba Walk
• Directs the leader to check on and support key Supervisors Value Stream manager
metrics
• A method to achieve Daily Progress
• Ensures Standard Work is being followed.

Executive/Site Leader
Promotes a “Show Me” vs a
“Tell Me” type of attitude.
 LEADERS STANDARD WORK BENIFITS
1. Enhances “event-driven” process improvement

2. Promotes process focus instead of people-focus

3. Encourages communication and collaboration to fix problems

4. Less resources are required to obtain business results

5. Strategy is known by everyone and everyone benefits and knows how to contribute

6. Ensures best practices are being followed and prevents “back sliding” of Continuous
Improvement activities.
 COMPONENTS 0F LEADERS STANDARD WORK
1. Auditing
-Starts with front line standard work auditing and works upward (layered process audits).
-Critical Process Steps or Critical to Quality points audited

2. Expectations
- Define outcome metrics that indicate success
- Assigns attributes to a process that help achieve the desired outcomes for success
-Determines how you as a leader will verify expectations are being met
3. Tasks
Scheduled tasks – Puts the appropriate audits in place to verify adherence to the process
Unscheduled but predictable tasks - Ensures adherence to service level targets
Unscheduled and unpredictable tasks – Ensure adherence to service level targets and no disruption
to scheduled tasks to accomplish.
20
LEADERS STANDARD
WORK
In simplest terms, LSW is a
check-list of leadership activities
that are preformed on a daily,
weekly, and monthly basis.
Focuses on specific activities
where the work is being done.
Rule of thumb, 20% reduction in
Standardized work as you go up
the Leadership Ladder
Leaders Standard work should be layered
(developed) for the bottom up.
Executives/Site Leader (20% repetitive work)
Time on the floor to verify the chain of standard work is
upheld and production process is stable and improving
Value Stream Managers (40% repetitive work)
Monitor and support supervisors in their ability to carry out
their standard work
Supervisors (60% repetitive work)
Monitor and support team members in their ability to carry
out their standard work
Team Leaders (80% repetitive work)
Maintain production and ensure standard work is being
followed.
LEADERS STANDARD WORK
Three Part Process

• Leader Standard Work

Check Sheet of Critical Tasks
• Visual Management
KPI Boards, Process Control documentation
(Easy identification of non-conformity)
• Gemba Walk (Leader Walk)
Daily Progress
LEADERS STANDARD WORK EXAMPLE
 WHERE LSW AND STANDARDIZATION CAN TAKE YOU
DATE:
Plant 145 - Forming
Prepared by: Don Vestal (Production Mgr)
DONUT LINE
Reviewed by: Chris Drimmel (Engineering Mgr)
TROUBLE SHOOTING
Approved by: Greg Riekhof (Plant Mgr)
GUIDE
DOC #:

CTQ
Document Number: Document Owner:
DRAFT UNTIL APPROVAL Donut Line Supervisor Issued: 17 Feb 2016

CRITICAL TO QUALITY
LINE ZONE OBSERVED DEFECT RECOMMENDED CORRECTIONS VISUAL
Donuts not dropping between 1. Ensure all donuts are releasing from the cutters at the same time
flight bars
2. Move DCA forward or back until donuts drop between flight bars
DCA UNIT
3. Ensure donuts are the same size, replace cutters if necessary

Donuts delaying when

4. Contact S upervis or if is s ues is not corrected
1. Move grease nozzle so it points directly at the cutter
FLIGHT BARS
DEPARTMENT Manufacturing
releasing form DCA Unit

Process Slurry and Sand Application for Magnolia Bay

DO NOT TOUCH NOZZLES WITH HAND
DCA UNIT 2. Ensure donut is the same size as other donuts. Adjust cutter if needed
3. Contact S upervis or and change cutter

WHITE CAPS 1. Ensure air bars are blowing donuts into flipper correctly
GREASE NOZZLES
FLIPPER BACKSTOP REQUIREMENT Slight wet bleed and body bleed through after the sand and slurry apllication
(donuts enter the flipper station at same time and hit the backstop (see pic.)
DONUT
FLIPPER
2. Ensure the grease level is correct (between 4.5 - 5.5)
3. Ensure flight bars are level in the fryer
PICTURES OF QUALITY REQUIREMENTS
QUALITY REQUIREMENTS ACCEPTABLE ACCEPTABLE
4. Ensure donut flipper is not "pausing"
Contact S upervis or if is s ue is not corrected
1. Ensure donuts are running at the correct drops per. Min. 89-90
DPM on the North Side Fryer, 76-77 DPM on the South Side Fryer

DONUTS TO S OFT OR TO
2. Validate the correct temperture for the fryer zones. North S ide
Fryer: Zone 1 365+/-5 set point,actual 375 +/-10, Zone 2: 365+/-5 Fig. 1 Fig. 2
set point,actual 375 +/-10.
Fryer
HARD
S outh S ide Fryer: Zone 1 375+/-5 set point, actual 375 +/-10,
Zone 2: 365+/-5 set point,actual 375 +/-10.
3. Contact Supervisor if all settings are correct and donuts ZONE TEMP DPM METER
are still to hard or soft Loca te d on Loca te d on
Frye r cotrol pa nel
s ide of DCA unit
1. Clean any thick glaze off side of waterfall to ensure consistent coverage
DONUTS NOT
GLAZE 2. Ensure donuts are not stacking on top of each other
COMPLETELY COVERED
STATION IN GLAZE
3. Contact Supervisor/Maint. To adjust belt speed or adjust
glaze thickness

1. Check Temp of glaze and ensure temp is between 115-125 deg.

2. Ensure water jacket temp is between 160 and 165 deg
GLAZE GLAZE NOT S ETTING UP
3. Check glaze holding tank under waterfall to verify it is not overfilled
STATION CORRECTLY ON DONUT
(you sould be able to see the metal tab towards the bottom of the tank)
WATER METAL
Contact S upervis or if is s ue is not corrected TEMP TAB

1. Ensure pre-heaters are set correctly. Actual temps should be between

S UGAR NOT S TICKING TO
DONUTS 220-240 degrees for both heaters. Typically the 2nd heater is 10deg more
SUGAR 2. If adjusting temp. does not work, Contact S upervis or
TUMBLER 1. Inspect sugar weight paperwork. Donuts should have between 3-4g
TO LITTLE/MUCH S UGAR
ON DONUTS of sugar on them. Adjust auger hertz and needed.
2. If outside of spec., Contact S upervis or to adjus t hrz. PRE-HEATERS
DESCRIPTION DESCRIPTION DESCRIPTION
The finished brick face must have some bleed
After the sand application process, you should be After the pressure roller, you should see a body
DONUTS NOT 1. Ensure waterfall is completely covered
CRUNCH COMPLETELY COVERED (scrape off buildup so waterfall is constant

through on the face showing the body and

IN GLAZE
GLAZE
bleed through on some of the texture pieces.
2. Ensure donuts are not piled on top of each other
(adjust infeed rails to reduce pileup)
able to see a slight wet bleed through on the
3. Contact S upervis or if is s ue is not res olved
sometimes a slight yellow tent (See bricks
1. Observe donuts exiting crunch applicator. If not completely
sand. (Look for wet spots on the face).
CRUNCH DONUTS NOT
COMPLETELY COVERED
covered adjust white roller to ensure correct coverage
2. Add cruch to hopper if needed. blocked in green)
CAUSE OF DEFECT
APPLICATOR IN CRUNCH 3. Ensure a 3"-5" gap is present on the edge of belt
If not, adjust air pressure to blower. No gap will cause auger to lockup Ga p

DONUTS NOT 1. Ensure waterfall has a constant stream. Clean

ENROBER
COMPLETELY COVERED waterfall to remove built up chocolate
2. Ensure donut rakes are preventing donuts from 1. Not enough slurry on the face of the product. Verify amount on forming "Green Sheet"
2. To much Sand on the face of the product. Verify amount on forming "Green Sheet"
stacking on top of each other.
3. Contact S upervis or if is s ue is not res olved Waterfall Donut Rake

Too much chocolate 1. Ens ure bl owoff i s on a nd removi ng exces s chocol a te Air blowoff

ENROBER
2. Ens ure wa terfa l l i s not turned on too hi gh
3. Contact Supervisor if issue is not resolved
Exes s chocolate on botton 1. Ensure detail rod is turned on and scrapping off
3. Not enough pressure on roller after sand application and 45 deg roller
the excess "footing" on donut.

1. Check every temperature guage on top of cooling

Detail Rod
CORRECTIVE ACTION TO ELIMINATE DEFECT
CHOCOLATE S OFT AND

1. Visually inspect column to ensure bleed through (See Figure 1 above).

COOLING NOT S ETTING UP conveyer. Temperatures should range between 45deg in the front of
conveyor to 58deg in the back
CONVEYOR 2. Adjust temp to correct. If temp does not go down after 5 min.,

2. Visually inspect column after 45 deg. rollers and ensure you a can a slight body bleed through on the texturing (See Fig. 2 above)
contact S upervis or
1. W alk the entire line and inspect every transition for excess gaps or
bent rails that are damaging donuts
CONVEYOR Donuts Broken or 2. If no damage poiints can be found, Contact S upervis or
TRANSITIONS Damaged (S mas hed)
3. If your column does not match Fig. 1 and Fig. 2, check your green sheets and adjust the slurry and sand as needed.
SWEEPERS
If donuts are not coming down even, Contact S upervis or
(Maintenance will have to adjus t timing of s weepers ) NO VIS UAL AS S IGNED
3. Ensure there is enough pressure on the rollers after the sand apllication and the 45 deg. rollers.
S outh S ide Bagger Only Date Date
1. Count amount of donuts in bag and weigh the donuts
(target 18 donuts for a bags except crunch (14 donuts))
Supervisor Production Manager Removal Date
SCALES Bagger is paus ing 2. Verify all settings match the run right settings Date Date
3. Reload program in HMI
4. Contact S upervis or
CI Manager Plant Manager
 LEADERS STANDARD WORK (REVIEW)
• Fundamental to any company that is committed to Continuous Improvement
and Culture Change.
• Formalizes the Leadership System.
• Requires the commitment to detail the important responsibilities of the Leader
• Involves having a daily plan of what the leader’s key duties are
• Provides critical visual and interaction with Team to ensure expectations are clear for
the results and behaviors we are seeking as Leaders.

“Leadership is an intentional act” –Author Unknown