Standardized Processes and

Procedures

Standardization Supports Stability

NOT the same as “work standards” Faster is not good Slower is not good

Standard Work is the baseline to improvement (Kaizen) Able to determine normal from abnormal

Work StandardsPhilosophyLow Unit Cost

PrincipleImprove Individual Efficiencies

StrategyStandard Costing and Standard Hours

MethodTime Studies, Work Standards

ReasonVerify Employee Performance to Standard

EffectEncourage behaviors that increase Non-Value Added activities

Performance MeasuresUnit Cost, EarnedHours, Absorption

ToolsComputer Systems(MRP), Time Clocks, Reports

Control MethodManagement reviews, reports, adjustsstandards

Standardized WorkPhilosophyWaste Elimination

PrincipleEliminate Variation

StrategyDevelop consistent process capability

MethodStandardized Work and Procedures

ReasonAble to determine normal from abnormal

EffectAbnormal conditions can be correctedquickly, return to best method

Performance MeasuresTotal system cost, quality, and delivery

ToolsStandard work Documents, Andon

Control MethodVisual controls, plannedAnd automatic audits

Principles of Standardized Work

Standard work starts with detailed process and task descriptions, pictures, charts, etc. that are used for training

A brief summary of the standard work is posted at the station to help This document is primarily for management to audit the

station for compliance The worker will rarely refer to this summary document

Standardized work is owned by the work team responsible for a particular task. The team will include some of those who work in the area, a supervisor and an engineer if needed.

Management structure supports standardized work.

Requires stability in equipment, quality, and process sequence

Clarifying Standards Quality, Safety, Environmental Standards

Requirements defined outside the organization

Standardized Specifications (What is good work?) Internally defined operational methods

Standardized procedures Internally defined operational methods to support lean

processes

Standardized Work Instructions General work methods defined with an eye for waste

Operator Instruction Detailed work methods defined to develop operator knowledge

and skill. Includes all of the above for completeness.

Quality, Safety, and Environmental Standards

Customer expectations set quality standards

Safety and environmental standards are usually established by state and federal regulations

All standardized work must follow the quality, safety and environmental standards

Standard Specifications Technical information on correct operation of

equipment Equipment operation parameters (time,

temperature, pressure, etc.) Equipment operation sequence

Processing specifications that are intended to produce products that meet the quality standards Dimensions and tolerances Processing methods Detailed inspection criteria

Other Methods for Developing Standardization

Takt The average time between units of demand Total time available per period ÷ total units of

demand per period

Visual Controls Visual methods to determine normal vs.

abnormal Think of the standard direction signs for the

Interstate System in the U.S.

Visual Controls Support Standardization

Standardize

Able to verify Adherence to Standard

Discover Deviation

CorrectDeviation

ReportDeviation

Clear and Understandable

Make StandardVisible

Zone Control

Check Prog

ress

Check Prog

ress

Check Prog

ress

Zone 1 Zone 3Zone 2

Takt Time

Work Step Work Time Walk Time

1. Pick up A bracket

1 2

2. Load fixture 6 2

3. Pick up B bracket

1 3

4. Load fixture 5 3

5. Pick up side support

1 1

6. Load fixture 3 2

7. Pick up stiffener 1 2

8. Load fixture 8 2

9. Pick up brace 1 3

10. Load fixture 5 3

Total Seconds 32 22

Example

Example

Standardized Work Combination Table

Cycle Balance Chart

Stop to Fix Problems

Why Stop the Line?

Stopping the line costs money

Stopping creates delays and missed shipments

How does stopping the line eliminate waste?

Forces a company to focus every available resource on eliminating problems

Encourage the creation of processes to resolve line stoppages

It’s a way of thinking

Stop the line so the line never stops!!!

Never Stop the LinePhilosophyLow Unit Cost

PrincipleIncrease producction by

never stopping the line

StrategyControl Quality though inspection

and Containment

MethodCorrect the problems “off-line”

ReasonStopping the line prevents “hitting the numbers”

EffectReluctance to identify problems and

solutions are not explored

Performance MeasuresRun rates, Line output

ToolsRepair station, six-

sigma, SPC

Control MethodAdded layers of

inspection

Get Quality Right the First TimePhilosophy

Waste Elimination

PrincipleGet quality right the first time

StrategyStop to fix problems. Never knowingly

pass defect to next process

MethodFixed position stop and

support structure

ReasonIncrease urgency to identify and correct

problems, challenge people to think

EffectMotivation to identify and solve problems.Long-term strengthening

Performance MeasuresTotal system cost, quality, and delivery

ToolsStandard work Documents, Andon

Control MethodVisual controls, plannedAnd automatic audits

Basics of Stopping the Line

Develop the Culture

Jidoka

The Problem-Resolution Cycle

Minimizing Line Stop time

Build Quality Inspections into Every Job

Poka Yoke

Creating a Support Structure

Jidoka

Rough translation: Self-Monitoring Machines

However . . . . Respect for people Separate people from machines Do not pass defects forward 100% automatic/in-process inspection (quality

validation)

Questions?