Standard Operations

7/27/2019 Standard Operations

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StandardOperat ions


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Standardizat ion

To standardize a method is to choose out of the many

methods the best one, and use it.

Todays standardization, instead of being a barricade against

improvement, is the necessary foundation on which tomorrows

improvement will be based.

If you think of standardization as the best that 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, 1926

When there is no standard, there can be no Kaizen

Taiichi Ohno


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Standard Operat ions

Why do we need standardized processes?

Quality:

Delivery:

Cost:

Standard processes produce predictable results

and predictable cyc le times.

JIT Pull Production requires reliable lead tim es

based on predictable cycle times.

Standardized processes are the foundation of

continuous improvement.


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Improvement Cycle

Each new Standard Work Sheet becomes the

basis for another cycle of improvement.

Clarify Improvement Needs

(Establish targets/ objective)

Observe As-Is Process

(Time Observation)

Identify ProblemsResolve Problems

Prevent Recurrence

Construct New Standard

Work Sheet

ImprovementBegins

Here


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Process Standard izat ion - Then & Now

Traditional Manufacturing Lean Manufacturing

Developed solely by Manufacturing and

Industrial Engineers

Developed with people who perform the

work!

Managers job to enforceadherence to

standard practice.

Focused on optimizing a specific area,

machine or process - no link to

customers needs.

Allows personal variation in task

completion

Enforced discipline breeds resistance

and resentment.

Stifled innovation and motivation

Managers job is to motivate, educate

and facilitate.

Focus is on efficient use of resources through

entire process with direct link to customer

needs - takt time!

Eliminates the option to do anything else!

Empowerment - workers own the process!

Provides outlet for new ideas and continuous

improvement!


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What is meant by Standard Operations?

The principles, tools, and techniques used to ensure

process standardization in a just-in-time environment

Developed by the people who do the work

Focused on efficient use of resources through waste

elimination

Establishes the foundation for continuous improvement


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4 elements of standard operations

Takt time

Line balancing

Standard work-in-process

Standard work sequence


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Standard Work Sequence

Defined sequence ofactivities that each

operator performs to

complete each cycle


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What is it? The series of steps determined to currently be thebest wayto perform a task.

How to do it?

Results! A predictable cyc le t imefor that task!

3. Break down the new process into its most fundamental steps

and explore ways to improve each element with:

- Waste elimination

- Mistake proofing

- Safe work practices

2. Combine the best practices from each process method that

results in a safe, efficient way to complete the task at asusta inablepace

4. Document and time the new standard wo rk sequencefor

everyone to use

1. Begin by documenting and timing the different methods used

to accomplish a process


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Reasons to Fol low a Standard Sequence

Why do you do something the same way each time?Its the obvious and easiest method

Its the best proven method

Its the law

Driving to work - you take the easiest route to ensure you arrive on-time

Tying your shoes

Square brownies not round brownies

Performance-driven - Olympic Events

Sporting equipment

8 Track to CD, VHS to DVD

Predictable resultsIdentifies abnormalities

Requires self-discipline--suffer the consequences

Speeding or running a stoplight


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How do you convince people to follow astandard sequence?

Involve them in the work sequence establishment in the first

place

Monitor for compliance be supportive should adjustments

be necessary

Eliminate the option to do anything else


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Takt time

Line balancing

Standard work-in-process


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How to Calcu late the Takt Time

Time Available / PeriodTakt Time =

Customer Demand / Period*

*Time periods must be consistent (shift, day, week . . . )


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Takt time

Line balanc ingStandard work-in-process


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Line Balanc ing Example:

What is the takt time?

Observe the As-Is Conditions

Observe layout and material flow

Are the processes standardized?

Measure operator cycle times

What kinds of waste exist?

What quality and safety conditions exist?


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B

C

A

E

RM

FG

D

Observe the As-Is process

= Work in Process


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1. Chart exist ing operator cycle t imes

swc

s

swcs swcs swc

s

swc

s

70"

45"

B

30"

CA

30"

D

35"

E

Takt Time = 57 Seconds

Operator

Cycle

Time

Line Balanc ing Example


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2. Determine Optim um Staff ing Level


Operators required = =Total OCT

Takt Time3.68=

57 minutes

210 minutes

70

45

B

30

CA

30

D

35

E

Takt Time = 57 minutes

Operator

Cycle

Time


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Initial Work Balance

3.68 Operators Required

3. Balance Work between operators


TT = 57

B

Kaizen

Focus

57

A

57 3957

C Dswcs swcs swcs swcs


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TT = 5757"

A

57"

B

AfterKaizen

3 Operators Required

4. Kaizen to Elimin ate Waste


57"

swcs swcs swcs

C


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Takt time

Line balancing

Standard Work-in-process


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Standard WIP

Defined number of

pieces of inventory

required to conduct the

work sequence ondemand


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What is Standard Work-in-Process (SWIP)?

The minimum number of work pieces necessary to

maintain a smooth flow of work

Why is SWIP impo rtant?

Facilitates one-piece flow and pull production necessary

forpredictablelead t ime

Where is SWIP requ ired?One piece at each operator hand-off

One piece at each automated machine

One or more pieces when the cycle time of a task

exceeds takt time


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Steps to Standard Operat ions

Determine takt time

Balance operator work load

Determine optimum staffing level

Establish standard sequencing

Establish Standard WIP

Create cells and eliminate waste!

S


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Sustain

Adhere to thenew process

Retrain after each improvement

Continue to

improve

Documents

Standard Operations