Embed Size (px)
Citation preview
PR
OD
UC
TIO
N L
EV
ELLIN
G
LONG TERM BUSINESS THINKING 1
TOTAL EMPLOYEE INVOLVEMENT & DEVELOPMENT2
VISUAL MANAGEMENT3
QU
ALIT
Y R
IGH
T 1
ST
TIM
E E
VE
RY
TIM
E
4
PU
LL S
YS
TE
M
5
WA
ST
E E
LIM
INA
TIO
N
6
FLE
XIB
ILIT
Y
7 8
STA
ND
AR
DIS
AT
ION
9
AMS 9 PRINCIPLES
The adoption of generally accepted proceduresand standards that directly affect the facilities,product and services.
Effective implementation of standardization leadsto consistent deployment of best practices on allaspects of business processes.
The adoption of generally accepted proceduresand standards that directly affect the facilities,product and services.
Effective implementation of standardization leadsto consistent deployment of best practices on allaspects of business processes.
P9 – STANDARDISATION
INTRODUCTION
Expected Benefits:
• Standardization is an important step towards stability for predictable planning and execution
• High levels of standardization, reduce process variation and improve quality.
Uses of this tool:
• Standardization is used to develop consistent processes in all areas of the workplace, which can be understood by all. It takes the form of documentation, visual management and culture
• Standardization provides the starting point for improvement.
• With higher levels of standardization, process variation is reduced, which will result in low variation of the process output. Low variation of the output means improved quality.
• Ensuring that all work and management procedures are done in the same way
• Standardization helps stabilize a process to make it more measurable, predictable, and controllable
• Process standardization is the minimum level of acceptable process maturity
Standardization - What is it for?
Background:
• “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 & Tomorrow, 1926
• Taicho Ohno established the principle that standardization was the key ingredient to allowing one piece flow and JIT production
• Deming proposed a PDCA (Plan Do Check Act) cycle, seeing improvement as moving from standard to standard.
• Juran emphasised the point of “holding the gains” of improvements
Uses:• Use it for all work processes and
activities where a basis for improvement is desirable:
Production InstallationProject bidding MaintenanceMaterial managementPerformance AppraisalPlanningMarketingServiceComplianceContinuous ImprovementHR
Standardization - Where could I use it?
Standardization - How do I use it?
Understand theprocess activitiesUnderstand theprocess activities
Procedure and Guidance Notes:• Identify key activities / steps and classify List activities and sort out frequently repeated
activities from irregular activities. Standardise the repeaters and sort out the irregular activities into blocks (e.g. fetching parts regularly).
Consider Standardsfor each step
Consider Standardsfor each step
• Establish a Clear Objective for the standard Remember that standard ways of working can include things which should not be done (e.g. Health & safety) as well part of the optimum ways of working.
Develop Standard using Criteria
Develop Standard using Criteria
• Develop standard optimum ways of working, detailing What Who When Where & How and agreeing with the team
• Accurate - Use objective words to describe the standard. Subjective words such as ‘careful and ‘frequently’ should be avoided.
• Quantify - The standard should be easy to understand. To achieve this, photographs, drawings, figures and charts should be used as much as possible.
• Practical -The standards describes how the work must be done. It should be practical in the current situation, and not represent an ideal future situation.
Best practice is for those performing the task to write their own standards.. It may be that they are assisted in the task by Industrial Engineers.This ensures 1. That Standards are understood 2. That workers are forced to think about the best way to perform a task 3. Responsibility remains with the operator 4. Standards reflect what actually happens and support training and job changes.Remember that standards can be in the form of documentation (e.g. standard instructions and/or visual management tools)
ImplementImplement
• Put standards in place with full team involvement.
Review & updateReview & update• Revisions - The standard should be revised if necessary as part of the
Plan Do Check Act improvement loop. Because the work is done according to standard, the standard must reflect the current best solution.
Ensure that the standard is configured (with issue & release date) and has an owner.
Standardization - How do I use it?
Improvement
Standardization
Improvement
Standardization
Improvement
StandardizationAs a basis for Continuous
Improvement
Level of standardization
Leve
l of v
aria
tion
Low
High
High
LSL USL
LSL USL
High VariationHigh Potential DefectsUnpredictable Quality
Low VariationLow Potential DefectsConsistent Quality
Processes with less variation have less defects.
The concept of defect reduction applies to ALL processes (not just manufacturing)
As a way of reducing process variation
Standardization - Risks and how to avoid them:Risks :
• Misunderstanding of Standardized Instructions leading to process variation
• Standardization is interpreted as imposing standards on operators – no buy in, no basis for improvement and large process variance.
• Standards are too tight – rigid, tedious and bureaucratic
• Standards are too loose – variation, ineffective and inefficient
Steps to avoid them :
• Instructions should define Who should do What by Which method at Whichfrequency to achieve Which level; Pictures helps a lot to achieve the common understanding among different people.
• Standards are developed by the team for the team to develop ownership and reflect the real situation.
• Consideration is given to the method and format of standardization to balance the risk of “too tight” vs. “too loose”.
Standardization - Examples
Project Management (PA)
Employee Performance AppraisalMaintenance
Quality
P9 – STANDARDISATION
TYPE OF STANDARDIZATION
1. Quality, Safety, Environmental standard
2. Standard Specification
3. Standard procedure
4. Standardized Work
5. Operator Instruction
1. Quality, Safety, Environmental standard
2. Standard Specification
3. Standard procedure
4. Standardized Work
5. Operator Instruction
Quality standard are based oncustomer expectationsExamples :
- General appearance- Color matching- Deformities, abnormalities- Gaps or tolerances- Surface quality- Limitations of defect size and quality
Quality standard are generally incorporated into operator instruction sheet
Quality standard are based oncustomer expectationsExamples :
- General appearance- Color matching- Deformities, abnormalities- Gaps or tolerances- Surface quality- Limitations of defect size and quality
Quality standard are generally incorporated into operator instruction sheet
QUALITY, SAFETY, ENVIRONMENTAL STANDARDS
P9 – STANDARDISATION
Generally safety and environmentalstandards are follow state and federalregulation. Usually created by thespecific engineering departments andare not modifiable by other employees/management without approval.Example:
- Specific injury risk- Equipment pinch points
Generally safety and environmentalstandards are follow state and federalregulation. Usually created by thespecific engineering departments andare not modifiable by other employees/management without approval.Example:
- Specific injury risk- Equipment pinch points
QUALITY, SAFETY, ENVIRONMENTAL STANDARDS
P9 – STANDARDISATION
P9 – STANDARDISATION
These specification provide the technicalinformation on the correct operation ofequipment and certain processspecifications required for producing aproduct.Examples:
- Dimensions and tolerances- Process methods (welding method, finishing
method etc)- Equipment operation parameters (time,
temperature, pressure etc)
These specification provide the technicalinformation on the correct operation ofequipment and certain processspecifications required for producing aproduct.Examples:
- Dimensions and tolerances- Process methods (welding method, finishing
method etc)- Equipment operation parameters (time,
temperature, pressure etc)
STANDARD SPECIFICATION
P9 – STANDARDISATION
The procedure may be necessitated byother source of standards or may be thesole responsibility of manufacturing.Example:
- Standard work in process- Kanban rules and parameters (inventory level,number of cards, etc
- Material flow routes- Defined 5S requirement- Production result boards- Color coding
The procedure may be necessitated byother source of standards or may be thesole responsibility of manufacturing.Example:
- Standard work in process- Kanban rules and parameters (inventory level,number of cards, etc
- Material flow routes- Defined 5S requirement- Production result boards- Color coding
STANDARD PROCEDURES
P9 – STANDARDISATION
General work methods defined with an eye for waste. Standardized work is as a foundation for improvement. There are three primary documents used for developing standardized work:
1 - Standardized Work Chart2 – Standardized Work Combination table3 – Production Capacity Sheet
General work methods defined with an eye for waste. Standardized work is as a foundation for improvement. There are three primary documents used for developing standardized work:
1 - Standardized Work Chart2 – Standardized Work Combination table3 – Production Capacity Sheet
STANDARDIZED WORK
STANDARDIZED WORK CHART
STANDARDIZED COMBINATION TABLE
P9 – STANDARDISATION
Detailed work methods define to develop operator knowledge and
skill
Detailed work methods define to develop operator knowledge and
skill
OPERATION INSTRUCTION
� Formalize the practices
� Document the processes
� Implement the activities
� Maintain its implementation
� Continuously improve the standards.
� Formalize the practices
� Document the processes
� Implement the activities
� Maintain its implementation
� Continuously improve the standards.
P9 – STANDARDISATION
EMPLOYEES RESPONSIBILITIES
1. 5S
2. Autonomous Maintenance
3. Visual Management
4. Signages
5. Standard SOP Formats
6. Certification of QMS
1. 5S
2. Autonomous Maintenance
3. Visual Management
4. Signages
5. Standard SOP Formats
6. Certification of QMS
P9 – STANDARDISATION
INITIATIVES
� Horizontal replication
� Consistency
� Optimization
� Real time
� Horizontal replication
� Consistency
� Optimization
� Real time
P9 – STANDARDISATION
PERSPECTIVE
5S is a Japanese concept for House Keeping. When implemented successfullyin a company, 5S will bring about amazing changes. It is the platform of ahealthy, comfortable and productive life for everyone at work. This isfundamental to productivity improvement.
The driving force for a 5S program comes from the employees. It is a company-wide participation program involving everyone in the organization. It is a veryeffective approach for motivating people, and improving productivity and thework environment.
5S is an acronym for five Japanesewords that are Seiri, Seiton, Seiso,Seiketsu and Shitsuke.
Seiri Seiton
SeisoSeiketsu
Shitsuke
P9 – STANDARDISATION
5S
Shitsuke (Sustain)Train people to follow good work habits and to strictly follow the standards established for 1S –3S.
Seiton (Straighten)Place things in good order so they can easily bereached whenever they are needed.
Seiso (Shine)Keep things clean and polished; no trash or dirt inthe workplace.
Seiketsu (Standardize)Maintain cleanliness after cleaning by establishing cleaning standards for 1S – 3S.
Seiri (Sort)Sort out / Remove not- needed- items in the workplace and keep what is needed.
Seiri
Seiketsu
Seiton
Seiso
Shitsuke
P9 – STANDARDISATION
5S
Developing Kaizen- minded people at workplace.
Building good teamwork through participation.
Developing managers and supervisors for practical leadership
Improving infrastructures for introduction of advanced Kaizen technologies
To create a safe working environment
To produce good quality products
To achieve maximum efficiency
Seiri Seiton
SeisoSeiketsu
Shitsuke
P9 – STANDARDISATION
5S
