Introduction to Standardized Work

TPS / Lean Transformation - Standardized Work

1. Standardized Work Introduction Marek Piatkowski – November 2016

2. Introduction - Marek Piatkowski Professional Background Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994 TPS/Lean Transformation Consulting - since 1994 Professional Affiliations TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME Lean Manufacturing Solutions - Toronto, Canada http:// twi-network.com

3. What is Standardized Work? Standardized Work is the best known method for manufacturing products at a worksite. Standardized Work is a development of a starting point to measure the interaction between operator, machine, and materials to be used as a problem solving tool. Principles behind the Standardized Work: to perform production efficiently in a consecutive sequence by focusing on operator movements and by systematically combining work elements

4. Henry Ford introduces a concept of an Assembly Line and Mass Production 1913

5. 1913

6. Why Standardize? To standardize a method is to choose out of many methods the best one, and use it. What is the best way to do a thing? It is the sum of all the good ways we have discovered up to the present. It, therefore, becomes the standard. Today’s standardization...is the necessary foundation on which tomorrow’s improvement will be based. If you think of “standardization” as the best 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, Today and Tomorrow , 1926

7. History of Toyota Production System - TPS 1951 Eiji Toyoda tours the U.S. for 6 weeks to visit factories and observe production. For three weeks he is at Ford Motor Company as a guest of Henry Ford II . Eiji notes that Toyoda is behind Ford in many respects and can not compete on a mass production basis. However he does believe they can emphasize their own unique attributes and style of production and improve upon what he observed. Taiichi Ohno studies at Ford principles of mass production and Assembly Line . Concept of Takt Time is created. Taiichi Ohno learns about Standardized Work . Initial Standardized Work Charts are developed. Elimination of waste concept is created .

8. Toyota Production System (TPS)

9. 2016 A lot has changed in over 100 years But a lot stayed the same …

10. Standardized Work - Definition Standardized Work centers around human motion – Operator’s movement It is a methodology that defines the interaction of the operator and machine in producing a part. Standardized Work defines each step of the operation and combines them into a Job – a Standard Job It details not only the steps of the job, but it defines the most effective sequence , based on our current knowledge of the job and the technology, without waste , to achieve the most efficient level of production. It provides a routine for consistency of an operation and a foundation of improvement . In the Toyota Production System, any operation that is performed repetitively, should be standardized

11. Purpose of Standardized Work The main purpose of Standardized Work is to: D ocument current methods of operating and use it to train new employees on how to perform their job Provide a basis for continuous improvement through Kaizen With Standardized Work, the supervisor has a “base line” from which to he can identify problems more easily. If the movements of the operators are slightly different each time a process is performed, then the supervisor cannot clearly see problems or inefficiencies. Without standard work sequences, it is impossible to understand actual production efficiency, and impossible to measure the effect of any changes or improvements. Standardizing the work process is thus the first step toward improvement.

12. Three major Standardized Work Forms 3. Standard Work Chart 1. Process Capability Chart 2. Operator Capability Chart

13. “ People at the working site must write the Standard Work sheet out by themselves because they must understand their work before they can proclaim their standard work to others … … existence of old standard operation charts for a long time is a shame of the supervisors at the work site”

14. Chaos situation You can see where the problem is What should we do ??

15. Chaos situation You can see where the problem is What should we do ??

16. Benefits of Standardization Defines the most efficient sequence of production Minimizes Non-Value Added activities and eliminates Waste from the process Identifies manpower requirements based on Takt Time Defines and reinforces quality standards Prevents overproduction Allow for easier judgment regarding “normal” versus “abnormal” situations Establishing a manufacturing system flexible to accommodate any future changes or improvements . Others …

17. Three Elements of Standardized Work 1. Takt Time time in which a single part is to be produced meaning of the word “Takt” – Pacemaker 2. Work Sequence a sequence of work in which operators transform raw materials into products 3. Standard WIP - In-Process Stock a minimum quantity of parts that must always be on-hand for processing at a worksite

18. Manpower Calculations

19. Manpower Utilization

20. Subjects for Standardization Operational Methods (focused around Operator) Work instructions & procedures Safety instructions Work policies (break times, etc.) Process Methods (focused around Machines & Processes) Equipment Tooling / Gauging Conveyance / Transportation Control Methods (focused around Rules & Methods) Quality controls Machinery maintenance Inspection methods Material storage

21. Documents in Manufacturing Work study / Improvement Time study Motion study Work element analysis Standardized Work Process Capacity Sheet Work Combination Table Standardized Work Chart Job Instruction Job breakdown sheet Cross training skills matrix Operation instruction sheets Work Standards Work instructions Operation drawings Operation instruction sheets Process conditions sheets Quality control sheets Tooling layout drawings

22. Worksite Management Provide training to operators on using Work Standards and Standardized Work Assure that operators perform tasks in accordance with defined standards Solicit feedback from operators on effectiveness of standards Alert engineering and support groups of any problems with standards Revise standards to reflect all changes made Maintain and improve existing standards Supervisors are expected to manage their areas of responsibilities through a use of Work Standards and Standardized Work .

23. Standardize Work Major Steps - Exercise “Kaizen de Pan Tostado” video – Current State Watch the Video and complete “Observations” part of the form

24. Standardize Work Major Steps - Exercise “Kaizen de Pan Tostado” video – Current State Watch the Video and complete “Observations” part of the form

25. Changing the World. One Kaizen at a time This presentation is an intellectual property of W3 Group Canada Inc. No parts of this document can be copied or reproduced without written permission from: Marek Piatkowski W3 Group Canada Inc. iPhone: 416-235-2631 Cell: 248-207-0416 [email protected] http://twi-network.com

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