standard work “where there is no standard, there can be no kaizen.” taiichi ohno vice-president,...
TRANSCRIPT
“Where there is no standard, there can be no kaizen.”
Taiichi Ohno
Vice-president, Toyota Motor Corporation
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By the end of the day you should be able to:Define Standard Work (SW)Describe how to implement SWIdentify the supervisor role in SWBuild a sample SW documentDevelop a plan to implement SW in your
factory
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Standard Work
Making the “new way” become the standard way, helping to “make change stick”
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Creating standard work wherever possible is the basis for continuous improvement.
If you cannot maintain your gains, you are essentially creating a series of short term gains that can erode over time.
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Then, as time progresses, you spend more and more time stabilizing past gains.
Unless you choose to just let them go, and lose those gains.
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Dr. Deming added a key element to his Plan-Do-Check-Act cycleStandardize. Standardizing allows us to “hold the gain” so that we can move forward and continue our great work.
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Created by funding from WIRED NW
When correctly applied, standard work will not only sustain kaizen improvements, but also expose and eliminate previously unseen waste.
Standard Work
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What is Standard Work?A simple written description of the
safest, highest quality, and most efficient way known to perform a particular process or task.
The only acceptable way to do the process it describes.
Expected to be continually improved
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• Includes the amount of time needed for each task
• Focuses on the employee, not the equipment or materials
• Reduces variation, increases consistency
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Needed in all work areas
May be met with resistance by employees.
What is Standard Work?
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Standard work supports the lean system of continuously improving capacities and efficiencies by defining five critical elements for every person doing the work
1. The customer demand2. The most efficient work routine (steps)3. The cycle times required to complete work
elements4. All process quality checks required to
minimize defects/errors5. The exact amount of work in process required.
Standard Work
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Steps for Creating Standard Work
1. Define the scope of the process for which you are creating standard work
Standard work for each function in a multi-function process
People doing the same job will use the same standard work
The end point will be the starting point for the next standard work sequence.
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2. Determine the appropriate standard work requirements
Title Work area Author Revision date Takt time, cycle time Work sequence Approvals Document location and ownership
Steps for Creating Standard Work
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Steps for Creating Standard Work
3. Gather the required information
•It is important to search for best practices.
•Observing multiple people doing the same work is a good way to let everyone see how much variation there is from unit to unit and from person to person.
•Encourage collaboration when comparing the variation to identify best practices. Emphasize safety, quality, and productivity elements as factors to be discussed. This can focus best practices AND facilitate buy-in.Created by funding from WIRED NW
4. Create the standard work documents
Now that you have gathered the required information, you are ready to create the standard work document (s).
Steps for Creating Standard Work
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DO: Keep standard work simple Make it accessible Create one standard work document for each
part of the process Always look for ways to improve the process.
Steps for Creating Standard Work
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DON’T:
•Put standard work in a desk drawer
•Change processes without changing standard work
•Make standard work difficult to change
•Give up on standard work – it can be tough, but it’s very important
Steps for Creating Standard Work
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5. Train the supervisor on the standard work
This is an essential step. The supervisor is the owner of the standard work and must understand it perfectly and train others to do it perfectly.
Steps for Creating Standard Work
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6. Train the employees to do the standard work
Once trained, each employee must be able to demonstrate their ability to perform the standard work perfectly. Anyone who cannot perform the standard work must be reassigned.
Steps for Creating Standard Work
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7. Run the process and observe the results
Once standard work has been created and everyone is trained, it is time to start the process and make observations. This is the time to look for improvements.
Look for:•Training needs•Inadequate processes•Waste in any of the paperwork
Steps for Creating Standard Work
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8. Make adjustments and modifications to the standard work
• Standard work should be a document subject to change; however, a process should be implemented for making changes to the standard work.
• Revision levels should be recorded each time standard work is changed and old standard work should be filed for future reference.
Steps for Creating Standard Work
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Role of the SupervisorThe supervisor must approve all
changes to the standard work and ensure that all employees are fully trained at the time the new standard work implemented.
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1. Do you understand why you must follow the standard work?
2. Are you willing to follow the standard work?3. What are the consequences for choosing not
to follow standard work?4. What is the process for changing standard
work?
Role of the SupervisorThe supervisor must ask the following four questions for every person who will perform standard work:
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Example of standard work There is no silver bullet for standard work – it is different for every organization in every area of work. The key to standard work is keeping it clear and simple, so staff can quickly and accurately complete their work. Next you will find a portion of one agency's standard work.
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Example of standard work DIVISION OF xxxxx
On Demand/Quarterly Invoicing
Owner Approved By Revision Date
June 6, 2008
PURPOSE To enable Area Office Managers to follow a procedure to produce on demand/quarterly timber sales invoices.Train new office managersMaintain current procedures to produce on demand/quarterly invoiceMaintain consistent statewide procedure
SCOPE Timber sales unit on demand/quarterly invoiceTo comply with statute, policy, and departmental guidelinesTo satisfy customer requests for invoices
DEFINITIONS Security:Escrow balance: actual cash available-this comes from WIRESTotal documentary credit: letters of credit and security bondsSecurity due: amount of security needed to adequately secure the permitExcess security: excess cash and/or documentary credit, if anyRefundable escrow: amount of cash can be refunded to the permit holder
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PROCEDURE
On demand/
Quarterly
invoice
1.1 Prior to invoicing:
•Obtain TSM invoice request from TSA
•Pull permit file
2.1 Open TSM
•Navigate to the permit via find-inquire, then find edit permits
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•Enter permit number – click on search (ignore error message)
•Click on permit number to open
3.1 The Permit Detail lists information about the permit. Review for content.
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•Note: The right side of the Permit Detail lists what financially related actions have already occurred on the permit. •Permit Value (the total appraised value of all products)•Scaled to Date (the total value of products scaled and checked as billable and approved to date)•Invoiced to Date: (the value of products already invoiced.) • If more then one invoice has been processed, this will be an accumulated total.
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4.1 Click on the Financial tab
Note: You are now in the security tabette
5.1 Write down the escrow balance on the TSM Invoice Request form – you will need this is in step #12.1
•Review permit file to determine if down payment has been refunded
•If refund has not been made, then determine security in step #6
•Verify if escrow amount in TSM is correct by reviewing documents in file
•If not correct, call a St. Paul timber office manager
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Standard Work Sheet
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Layout and flow
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•Dashboards
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•Poka-Yoke
www.campbell.berry.edu/pokayoke Created by funding from WIRED NW
•More Poka-Yoke examples
www.campbell.berry.edu/pokayoke
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•More Poka-Yoke examples
www.campbell.berry.edu/pokayoke
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•Meeting agenda formats
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•Templates•Shadow boards
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What other methods might we employ?
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Why Standard Work?Clearly Documents the SystemDocuments the current state of the best practices
in lean
A baseline for further lean management system improvement
Defines expected behavior (what they should do)
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Benefits of Standard WorkFour Elements Benefits
1. Standard work Standards enable improvement
2. Visual controls Make problems visible Go see
3. Daily accountability process (management)
Stop and fix Everybody solves problems
4. Leadership discipline Leaders as teachers Ask the 5 whys
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Who Should Have Standard Work?
ROLE % of Work (time) that should be
StandardExecutives 10-15%
Value Stream Manager 25%
Support Department Managers
50%
Supervisors 50%
Team Leaders 80%
Operators (Associates) 95+%
In Lean Management, EVERYONE!
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Standard Work Content Varies by Position
Standard work is LESS structured•% of time standard•Specific sequence•Specific time of day•More time for discretionary tasks
Standard work is MORE structured•% of time standard•Specific sequence•Specific time of day•Less time for discretionary
Standard Work Content
Executive
Value Stream Manager
Supervisor and Supporting Roles(Engineering, Maintenance, Sales, Finance, Continuous Improvement, Purchasing)
Team Leader
OperatorProduction ProcessCreated by funding from WIRED NW
Layers of Standard WorkLeaders’ standard work should be
layered (developed) from the bottom up
Team LeadersMaintain production and
ensure standard work is followed
SupervisorsMonitor and support team leaders in
their ability to carry out their standard work
Value Stream ManagersMonitor and support supervisors in
their ability to carry out their standard work
ExecutivesTime on the floor to verify the chain of standard work is upheld and production process is stable
and improving
Daily Accountability MeetingsThree Tiers
Tier 1: Team Start Up MeetingTeam leader meets briefly with team members
Tier 2: Supervisor MeetingSupervisor meets with team leaders and
dedicated support group representatives
Tier 3: Value StreamValue Stream Manager with supervisors and
support department personnel
Key Points for SWCheck because You Care – each level of SW has
some overlap and redundancy to provide linkage – make sure they are logical and meaningful to you
Learn by Doing – excellence is more about what you do than about what you know – and learning comes from action – follow the SW process
Improve the Standard – as the processes change and as people learn, Standard Work needs to change with it
Take ActionObserve Standard Work in action at the site
Visit Model Line to learn how operator and Team Lead standard work is functioning—”Go and See”
What are the challenges?
What are the benefits seen so far?
Look for things that could be on your Standard Work checks
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Standard Work (SW) is a key element in LeanCritical part of a Visual Management systemEstablishes set way to do each taskReduces variability leading to improved
processing and reduced costsTakes a lot of work to startTakes more work to maintain Need to have organization focus for success
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1.Meet with your mentor and review the materials discussed in today’s session.2.Mutually agree on opportunities to apply what was learned today, using as many tools as possible.3.Apply Standard Work tools to a work area. 4.Identify additional opportunities to apply Stand Work in your organization, and bring them to our next classroom session (month after next).
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