EN412300 Industrial Work Study and Productivity Improvement

Waste and Continuous Improvement

Asst. Prof. Sirawadee Arunyanart

Department of Industrial Engineering
Khon Kaen University
 Outline
▪ Wastes in work process
- 3 MUs
- 7 Wastes
▪ Techniques for waste reduction
- Kaizen
- Lean Manufacturing

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Wastes in work process

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 3 MUs
▪ The 3 MUs of waste in Lean Manufacturing
▪ Three terms often used together in the Toyota Production System (TPS)
that collectively describe wasteful practices to be eliminated.

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 MUDA
wastefulness, uselessness and futility
Using more input than the desired target (Target < Input)

Input
Target

➢ Industrial waste is any action that consumes resources, whether they are labor, raw
materials, time, money, or others, but does not produce "value added" to the product or
service. 5
There are two types of Muda:
Muda Type 1: includes non-value-added activities in the processes that are necessary for
the end customer. For example, inspection and safety testing does not directly add value
to the final product, but they are necessary activities to ensure a safe product for
customers.

Muda Type 2: includes non-value-added activities in the processes, but these activities
are unnecessary for the customer. Muda Type 2 should be eliminated.

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 MURA
unevenness, non-uniformity, and irregularity
Using less or more input than the desired target (Target <> Input)

Target Input Target

➢ Industrial unevenness is a working situation that is not stable.

➢ Example: 1) Uneven work assignments
2) Unevenness in production
3) Unevenness in education training 7
▪ Mura is the reason for the existence of any of the seven wastes; Mura
drives and leads to Muda.
▪ For example, in a manufacturing line, products need to pass through
several workstations during the assembly process. When the capacity of
one station is greater than the other stations, there will be an
accumulation of waste in the form of overproduction, waiting, etc. The
goal of a Lean production system is to level out the workload so that
there is no unevenness or waste accumulation.
▪ Mura can be avoided through Just-In-Time “Kanban” systems
and other pull-based strategies that limits overproduction and
excess inventory. The key concept of a Just-In-Time system is
delivering and producing the right part at the right time, in the
right amount. 8
 MURI
overburden, beyond one’s power, excessiveness, impossible or
unreasonableness
Using less input than the desired target (Target > Input)

Target Input

➢ Industrial overburden is to use resources e.g. labor, machinery less than required target.
➢ Example: 1) Workers work beyond their physical condition (tiredness)
2) Using the machine beyond its capacity 9
▪ Muri can result from Mura and, in some cases, be caused by the
excessive removal of Muda (waste) from the process.
▪ Muri also exists when machines or operators are utilized for more
than 100% of their capability to complete a task or in an
unsustainable way.
▪ Muri over a period of time can result in employee absenteeism,
illness, and machine breakdowns.
▪ Standardizing work can help avoid Muri by designing the work
processes to evenly distribute the workload and not
overburden any particular employee or equipment.

Muda, Mura, and Muri are interrelated.

Eliminating one of them will affect the other two.
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 7 Wastes
The seven wastes are categories of unproductive manufacturing practices that need to be
removed from processes.

Overproduction
Unnecessary
Transportation

Excess Inventory

Unnecessary Motion

Defect/Rework Waiting
Excess Processing
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Overproduction
The most serious of all of the seven wastes, which can cause all other types of waste and
result in excess inventory.

cause ▪ Making too much (oversized batches) or too early

▪ Long changeover time
▪ Stock up on replacements for defective products

effect
▪ High levels of inventory
▪ Product may spoil or become obsolete
▪ Extra costs for waste disposal

solution ▪ Make only what is required when it is required

▪ Use Just in Time (JIT)

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 Excess Inventory
Inventory refers to raw material (RM), work in process (WIP), finished goods (FG), and spare
parts (SP), which have a cost – storage, packaging, transportation.

cause ▪ Accept that inventory is normal or necessary

▪ Bad machinery layout
▪ Shish-kebab production or large batch production
▪ The previous production process is faster than the following process

effect ▪ Require a large amount of storage space

▪ Sunk cost from inventory storage
▪ Quality deteriorated, expire, or became obsolete

▪ Make use of pull production system

solution
▪ Use a FIFO system to prevent long-term residual material
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 Unnecessary Transportation
Transport is the movement of materials from one location to another; this is a waste as it adds
zero value to the product.

cause ▪ Poor plant layout – large distance between operations

▪ Inappropriate sequence of material flow
▪ Long or complex material handling systems

effect ▪ Can cause damage or product deterioration

▪ Higher transportation costs, including labor and fuel
▪ Accidents from transportation

solution ▪ Processes should be as close together as possible, and

materials should flow directly from process to process
▪ Use appropriate handling equipment for materials and
products. 14
 Defect/Rework
Defects refer to a product deviating from the standards of its design or from the customer’s
expectations.
▪ No standard for work inspection
cause
▪ Neglect the standards operation
▪ Poor design of equipment or tools
effect ▪ Defective item requires rework or replacement
▪ Extra space is required
▪ Wastes resources and materials
▪ Can lead to lost customers

solution ▪ Set standard for work and inspection

▪ Implementation of poka-yoke systems and autonomation
can help prevent defects
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 Waiting
Waiting refers to wasted time because of slowed or halted production in one step of the
production chain while a previous step is completed.

cause ▪ Bad machinery layout

▪ Poor man/machine coordination
▪ Unbalanced production capacity
▪ Large batch production
▪ Long changeover time
effect ▪ Material can be spoiled, and components could be damaged
because of an inefficient workflow
▪ Losing opportunity in utilizing employees, machinery, and equipment
solution ▪ Balancing the production line
▪ Proper plan for maintenance of machinery and equipment
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 Unnecessary Motion
Unnecessary motions are those movements of man or machine which are not as small or as
easy to achieve as possible.
cause ▪ Inappropriate workstation
▪ Lack of skill training and expertise development for staff
▪ No work standards, or the work process is too complicated

effect ▪ Workers' fatigue and stress have an impact on the quality of their
work and product.
▪ Accidents in the workplace
▪ Illness, injure, or disease of an employee
▪ Unnecessary movement distance
solution ▪ Minimize movement according to ergonomics
▪ Use jigs and fixtures
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 Unnecessary Processing
Unnecessary processes occur when inappropriate techniques, oversize equipment, etc., that are
not required by the customer are used.

cause ▪ No standardization
▪ Unclear specification
▪ Lack of training
effect ▪ Waste time preparing unnecessary production
▪ Use of material, machine, and labor without adding value to the
product
▪ Lose working area and reduce work flexibility

solution ▪ Analyze the production process using the Operation

Process Chart to determine inappropriate activities
▪ Use ECRS principles to improve production processes 18
 Exercise 1: Seven wastes in industrial work
Inspection Receiving Supplier

Warehouse
Assembly-1 Assembly-2 Assembly-3

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 Exercise 2: Waste classification Type of wastes

Unnecessary

Unnecessary
Transportati
Production

Processing
Inventory

Waiting
Rework
Defect/

Motion
Excess

Excess
Problem

Over

on
1 Many raw materials and products are kept in storage area.

2 Workstations are too far from each other.

Operators have to bend and tilt because the work desk is
3
lower than standard.
4 Equipment/tools are not ready, causing delays in production.

5 Unclear plan for maintenance

Unable to produce product due to frequent machine
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breakdowns
7 Deficient equipment due to no control system

8 Low skill worker

Produce products in excess of customer demand to avoid
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defective products.
10 No standard operating procedure causes frequent mistakes.
No product quality inspection in each process, resulting in a
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lot of defects
12 No work manual or machine tool documentation
13 Delay in work flow from previous processes
14 Duplicate work due to no standard operating system
Some procedures have to wait for decisions from the
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management.
Techniques for waste reduction
- Continuous Improvement or Kaizen

- Lean Manufacturing

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 Kaizen
▪ Kaizen is the Japanese word for "improvement.”
▪ The popular meaning from Toyota is “continuous improvement” or “small incremental
improvements.”
▪ It is an approach of constantly introducing small incremental changes in a business in
order to improve quality and/or efficiency.
▪ It was developed in the manufacturing sector to lower defects, eliminate waste, boost
productivity, encourage worker purpose and accountability, and promote innovation.
▪ In business, kaizen refers to activities that continuously improve all functions and involve
all employees, from the CEO to the assembly line workers.

Creating continuous improvement based on

the idea that small, ongoing positive
changes can reap major improvements
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 Innovation / Kaizen / Maintenance

High level management Innovation

Japanese
Intermediate management Kaizan work-level
Supervisor perspective
Maintenance
staff

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 PDCA Cycle
▪ Developed by William Edwards Deming, and is also called the “Deming Cycle.”
▪ A continuous improvement model consisting of a logical sequence of four key repetitive
stages:
Plan : Define the problem or state a goal. Determine the method (or process) by which
which the goal is to be achieved
Do : Train, communicate, execute the plan with everyone’s cooperation, and begin
collecting data on the results
Check : Examine the results, factors affecting the results, the effects (the impact), and
analyze the results
Act : If the results are not satisfactory, take countermeasures against
the causes of the problems in planning or in implementation
If results are satisfactory, standardize
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 Tips of Kaizen
▪ Small incremental changes (minor changes) and PDCA
▪ Focus on methods rather than things
▪ Often changing conditions or working methods
▪ Don’t have to invest or need low investment
▪ Empower employees
▪ Focus on employees who are familiar with the job
▪ Focus on 3 GEN : Genba (actual place), Genbutsu (item/product), Genjitsu (facts)
▪ Important is to DO :
“Do it frequently, continuously, and everyone do”

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 Kaizen & 3 MUs
The system of Kaizen is developed to help both workers and management consider
various issues that needs to be improved by using 3 MUs

Target < Input → lack of efficiency : Muda (waste)

Target > Input → beyond ability : Muri (overburden)
Target < , > Input → uncertainty : Mura (unevenness)

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 Kaizen & 4M
M1: MAN
• Does he follow standards? • Does he get the right assignments?
• Does he consider the problem? • Does he have the intention to improve?
• Does he have any responsibility? (Reliable or not) • Does he have good human relations?
• Does he have experience? • Is he healthy?

M2 : Machine/Equipment/Computer/Facilitator
• Does the work follow the steps? • Are there any abnormal symptoms?
• Is it enough maintenance? • Are the tools and equipment sufficient?
• Does the work meet the production requirements? • Is the facility sufficient?
• Does the operation have to stop due to frequent • Do all things put in order?
equipment/tool problems?
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 Kaizen & 4M (cont’d)
M3 : Material
• Are there any errors with the amount of production? • Are there any quality standards?
• Is the inventory level sufficient? • Are there any problems with the quality of the
• Is it enough storage area? product?
• Are there any defects? • Are the materials lost or ignored?

M4 : Method
• Is it a safe method? • Is it a standard work?
• Is there a suitable method to produce the product? • Is it an effective method?
• Is the sequence of work procedures good enough? • Is the lighting and ventilation (atmosphere)
• Is there any improvement of work standard? good enough?

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Considerations for Kaizen

1. Current work is not the best

2. Start from the current work
3. Always "doubt-check-analyze"
4. Workers know their work the best
5. Facts & Data are necessary

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 Developing better work methods by ECRS

▪ Eliminate, Combine, Rearrange and Simplify steps are used at the level of
process, operation, and motion.
▪ ECRS is a unique technique for process activity optimization.
▪ If keeping the 7 types of waste in mind and using the ECRS method in
combination with other efforts such as SMED (single minute exchange of
dies), 5W1H, 5WHY´s or 5S, it will be powerful indeed.

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 Eliminate

Ask the question: Is this operation necessary? What makes this operation necessary?
▪ Unnecessary → eliminate
▪ Necessary → clearly identify objective and importance of the work in order to make
standard, and to prevent making mistake in eliminate the work
▪ Unclear objective → consider by questioning that what will happen if the work is
eliminated. ‘Whys’ is used until getting the answer, which just
some part of work might be eliminated.

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 Delivery products right away after receiving to stock

Before After
 Combine

Combining helps reduce work and unnecessary movement. The combination of works
may occur in many levels :
▪ Movement
▪ Activities
▪ Workstations
▪ Work pieces

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Improve work by changing the way of packing

Before After
 Rearrange

▪ Check the work whether its operational steps can be switched in order to work
easier and faster.
▪ When production is scaled up, the original method may still be retained even though
it can be improved. For this and other reasons, it is desirable to examine and
question the order (or sequence) in which the various operations are performed.

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 Rearrange work flow

Before After
Rearrange work layout

Before After
 Simplify

Consider other work methods that are easier, more convenient, and faster, such as the
use of a check sheet, the use of jigs and fixtures, the use of tools and technology to
help work faster, etc.

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 Assemble a small table made of rubber wood
Before After
The current method is to assemble each wooden piece
by placing it on a table, which led to delays. This is due
to the necessity of accurately positioning each piece
before the assembly process could commence.
Design a fixture to fix the position of the work
Additionally, there are instances where the assembled
piece so that the operator can assemble the
parts ended up in incorrect positions, resulting in waste.
piece of wood more accurately.
Furthermore, this method contributes to employee
fatigue.
 Point of improvement
Eliminate Consider what procedures or works are performed but add no value. These works can be
eliminated.
Combine Consider what work can be combined in order to reduce unnecessary work and
movement,a such as
- Picking up more than two pieces of work
- Combining activities
- Combining workstations together
Rearrange Change the position, order, or sequence of operations in order to work easier and faster
Simplify Find other methods that are easier and faster
- Use of documents for work inspection
- Use jigs and fixtures 42
 Exercise 3
Determine the current problems of a given case study and then propose ways to improve
work by using ECRS principles.
Case study 1
There is a delay in the leather punching station due to the need to punch many holes. Next workstation
has to wait for the punched leather sheet because operator stacked up huge amount of leather sheet
after punching. The punched leather sheet has to be transferred to the next station several times.

▪ Type of waste:
1. _______________________________
2. _______________________________
▪ Selected ECRS principle :____________
▪ Proposed methods for improvement :

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Case study 2
An automotive assembly plant produces and assembles automotive parts in department A, and
then the finished products are moved to be stored in department B before inspection at
department C. After inspection, products will be sent to department D for packaging before being
delivered to customers.
Dept A
(Manufacture and Dept B
assembly) (Store) ▪ Type of waste:
1. _________________________
Dept C 2. _________________________
(Product inspections) ▪ Selected ECRS principle :__________
▪ Proposed methods for improvement :
Dept D
(Packaging)
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Case study 3
There are frequent maintenance and production model changes at the CNC department, which
each time require the use of equipment. Since tools and equipment are stored in the tool room,
the operator has to walk back and forth from the CNC department to pick up and return the tools
every time there is maintenance or a product model change.

CNC production Tool room

department

▪ Type of waste:
1. _______________________________
2. _______________________________
▪ Selected ECRS principle :____________
▪ Proposed methods for improvement :
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 Lean Manufacturing
▪ Also called ”lean production” or often simply “lean”
▪ A systematic manufacturing method used for eliminating waste within the
manufacturing system while ensuring quality and simultaneously maximizing
productivity
▪ Developed from the Toyota Production System (TPS), which emphasizes three
principles
- Creating value-added products by eliminating 7 Wastes
- Continuous improvement (Kaizen)
- Maintain customer satisfaction levels

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 Lean evolution
Craft

Mass

Lean 47
 Lean evolution

Craft Production Mass Production Lean Production

Product type Variety Few similar products Variety
Production Make to order Forecasting Customer requirement
control
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 Lean Manufacturing Techniques
➢ 5S
➢ Production Leveling
➢ Flow Continuous
➢ Single Minute Exchange of Dies
➢ Kanban
➢ Cellular Manufacturing
➢ Jidoka
➢ Poka-Yoke
➢ TPM
➢ Visual Control
➢ Standard Work

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 1. 5S System
▪ A lean manufacturing tool that improves workplace efficiency and eliminates waste.
▪ Focuses on putting everything where it belongs and keeping the workplace clean, which
makes it easier for people to do their jobs without wasting time or risking injury.

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The term ”5S” comes from five Japanese words:
▪ Seiri (Sort) :
Separating the essential from the nonessential items and removing all unnecessary items from
the workplace.
▪ Seiton (Set in order, Straighten) :
Organizing the essential materials where everything has its place/ Creating a specific location
for everything.
▪ Seiso (Shine) :
Cleaning the work area.
▪ Seiketsu (Standardize) :
Establishing a system to maintain and make 5S a habit/ Standardize the best practice within
the workplace.
▪ Shitsuke (Sustain) :
Establishing a safe and sanitary work environment (Safety)/ Never slip back into the old ways.

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Each S represents one part of a five-step process that can improve the overall function of a
business. By providing a systematic framework for organization and cleanliness, 5S helps
facilities avoid lost productivity from delayed work or unplanned downtime.
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 Example of 5S
Before After

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 Benefits of 5S
▪ Increased productivity ▪ Offers improvements at an inexpensive cost
▪ Avoids wasted motion ▪ Greater employee satisfaction

▪ Eliminates unnecessary inventory ▪ A safer work environment

▪ Reduced costs

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 2. Production Leveling
▪ Japanese original term – “Heijunka”. Also know as “production smoothing”
▪ A lean method for reducing the unevenness in a production process and minimizing the
chance of overburden.
▪ The general idea is to produce intermediate goods at a constant rate to allow further
processing to be carried out at a constant and predictable rate.

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 Benefits of Production Leveling
▪ Flexibility to produce what the customer wants when they want it.
▪ Balanced use of labor and machines.
▪ Lesser costs due to inventory.
▪ Higher reliability of machines due to levelled load.

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 3. Flow Continuous

▪ Producing and moving one item at a time (or a small and consistent batch of items)
through a series of processing steps as continuously as possible, with each step making
just what is requested by the next step.
▪ Continuous flow can be achieved in a number of ways, ranging from moving assembly
lines to manual cells. It is also called one-piece flow, single-piece flow, and make one,
move one. 58
 Benefits of Flow Continuous

▪ There are not many WIP; therefore, the waste of the process is minimized.
▪ Continuous flow is especially useful for reducing inventory costs and the wait time for
work items.
▪ Provide value to customers more often and reduce the time they spend waiting to
receive their order.

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 4. Single Minute Exchange of Dies (SMED)
▪ Also referred to a “Quick Changeover.”
▪ A system for dramatically reducing the time it takes to complete equipment changeovers.
▪ The name “single-minute exchange of dies” comes from the goal of reducing changeover
times to the “single” digits (i.e., less than 10 minutes).

Internal setup – can only be

performed while the machine is
down
External setup – can be
performed while the machine is
running

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The essence of the SMED system is to convert as many changeover steps as possible to
“external”, and to simplify and streamline the remaining steps.

SMED projects have three conceptual stages: Separate (separate and move elements
to external), Convert (modify elements so they can be external, or remove them
completely), and Streamline (complete elements faster).
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Example of SMED

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 Benefits of SMED
▪ Lower manufacturing cost (faster changeovers mean less equipment downtime)
▪ Smaller lot sizes (faster changeovers enable more frequent product changes)
▪ Improved responsiveness to customer demand (smaller lot sizes enable more flexible
scheduling)
▪ Lower inventory levels (smaller lot sizes result in lower inventory levels)
▪ Smoother startups (standardized changeover processes improve consistency and quality)

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 5. Kanban System
▪ A visual system for managing work as it moves through a process
▪ It is a system of signals (usually cards holding product details) that is used through the
value stream to pull product from customer demand back to raw materials.
▪ As part of a pull system, it controls what is produced, in what quantity, and when.
▪ Its purpose is to ensure that product is only produced in what the customer is asking for
and nothing more.

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▪ When the producer and user are not in visual contact, a card can be used
▪ Usually each card controls a specific quantity or parts
▪ Multiple card systems may be used if there are several components or different lot sizes
▪ When the producer and user are in visual contact, a light, flag, or empty spot on the floor may
be adequate
▪ Since several components may be required, several different kanban techniques may be
employed
▪ Kanban cards provide a direct control and limit on the amount of work-in-process between cells

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1. User removes a standard-sized
container
2. Signal is seen by the producing
department as authorization to
replenish

Signal marker
on boxes

Part numbers
mark location

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Production kanban: order previous processes to produce more work
Retrieval kanban: order the process to receive the work from the previous process
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 Kanban Finished Customer
goods order
Work
cell
Ship

Raw Kanban Final Kanban

Material assembly
Supplier
Kanban Kanban
Sub-
Purchased assembly
Parts Kanban
Supplier

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 Benefits of Kanban
▪ Reduces inventory and eliminates stock-outs
▪ Reduction of wasted work / wasted time
▪ Focus on continuous delivery
▪ Increased productivity
▪ Increased efficiency
▪ Team members’ ability to focus

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 6. Cellular Manufacturing
▪ A lean method of producing similar products using cells, or groups of team members,
workstations, or equipment, to facilitate operations by eliminating setup and
unneeded costs between operations.
▪ Cells might be designed for a specific process, part, or complete product.
▪ Because of increased speed and minimal handling of materials, cells can result in
great cost and time savings and reduced inventory.

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 Example of Cellular Manufacturing
Machines are grouped together according to the families of parts produced, which provides
a distinct advantage in that material flow is significantly improved, which reduces the
distance traveled by materials, inventory, and people, which increases the overall lead time.

Functional Layout Cellular Layout

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 Benefits of Cellular Manufacturing

▪ Simplifies material flow and management

▪ Reduces interdepartmental travel
▪ Reduces floor space
▪ Minimize stocks and thereby reduce transport and inventory wastes
▪ Deliver quicker
▪ Minimize damage, deterioration, and obsolescence
▪ Enhances communication between process steps

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 7. JIDOKA
▪ Also known as “autonomation” -- detecting defects through automation
▪ The principle that most defects can be automatically detected to completely remove
human error from the equation.
▪ Rather than having an employee check every product for defects or errors, a machine is
set up with checks built in to do the task automatically. When an error is detected, an
alarm sounds to let the employees know immediately that something has gone wrong.
▪ It is a simple way of protecting the company from delivering products of low quality or
with defects to customers

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Jidoka relies on 4 simple principles to ensure that a company would deliver defect-free
products:
1. Discover an abnormality
2. STOP the process
3. Fix the immediate problem
4. Investigate and correct root cause

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 Benefits of Jidoka
▪ Detects defects early on
▪ Early problem solving prevents production delays
▪ Less waste due to fewer reworks, downtime and breakdowns
▪ Fewer defects and more consistent product quality
▪ Lower repair costs due to fewer breakdowns
▪ Enables workers to control multiple machines

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 8. Poka-Yoke
▪ Also known as “mistake-proofing”
▪ A technique for avoiding simple human error in the workplace.
▪ It is simply a system and often inexpensive device designed to prevent inadvertent
errors made by workers performing a process so that it is not passed to the next
operation.

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 Benefits of Poka-Yoke
▪ Eliminate errors and improve quality
▪ Reduce set-up times, resulting in less production time, and increase production
capacity
▪ Increase safety
▪ Lower costs
▪ Lower skill requirements
▪ Increased production flexibility
▪ Improved operator attitudes

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 9. Total Productive Maintenance
▪ Total Productive Maintenance (TPM) is a holistic approach to equipment maintenance that
strives to achieve perfect production.
- No breakdowns
- No small stops or slow running
- No defects
In addition, it values a safe working environment with no accidents
▪ TPM emphasizes proactive and preventative maintenance to maximize the operational
efficiency of equipment by placing a strong emphasis on empowering operators to help
maintain their equipment.
▪ The implementation of a TPM program creates a shared responsibility for equipment that
encourages greater involvement by plant floor workers.

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 Benefits of TPM
▪ Less unplanned maintenance and equipment downtime
▪ Lower manufacturing costs
▪ Heightened workplace safety
▪ Improved employee satisfaction
▪ Higher quality and fewer defects

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 10. Visual Control
▪ A technique of displaying information or key process indicators by using visual signals instead
of written instructions or talking so that process participants can react to real-time information.
▪ It allows quick recognition of the information being communicated without words and sharing
information without interrupting in order to increase efficiency and clarity.
▪ The signals can be in many forms, such as signs, information displays, layouts, material
storage and handling tools, and color-coding.
▪ The system makes product flow, operations standards, schedules, and problems instantly
identifiable to even the casual observer.

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 Example of Visual Control
Application Visual Control
- Colors such as traffic lights (green, red, yellow), banknotes etc.
Communication
- Labels or boards showing vision, mission, and quality policy of the company
- Various safety symbols, such as Safety First signs, traffic signs during
Safety
crossing, etc.
- Sign showing good work, defect, waiting for quality inspection
Quality
- Sample images of standardized work and defect
- Electronic sign showing the target and performance of each production line,
Operation results
graph shows the output in each week
Others - Sign indicating type of product
such as advertising - Advertising signs
etc. - Stock display
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 Benefits of Visual Control
▪ Makes it easy to quickly understand information
▪ Keeps things running as designed
▪ Prevents mistakes or improves safety
▪ Reduces miscommunication
▪ Improve employee involvement and morale

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 11. Standard Work
▪ A detailed definition of the most efficient method to produce a product (or perform a
service) at a balanced flow to achieve a desired output rate. It breaks down the work into
elements, that are sequenced, organized, and repeatedly followed.
▪ Standard work creates stability and consistency within a continuous improvement system
by providing the baseline upon which a process sits.
▪ Standard work lists three core elements including:
1. Cycle time
2. Work sequence
3. Standard inventory

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