Standard Work “Where there is no standard, there can be no kaizen.” Taiichi Ohno Vice-president, Toyota Motor Corporation Created by funding from WIRED

“Where there is no standard, there can be no kaizen.”

Taiichi Ohno

Vice-president, Toyota Motor Corporation

Created by funding from WIRED NW

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


Standard Work

Making the “new way” become the standard way, helping to “make change stick”


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.


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.



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.



When correctly applied, standard work will not only sustain kaizen improvements, but also expose and eliminate previously unseen waste.

Standard Work


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

Created with funding from WIRED NW

• Includes the amount of time needed for each task

• Focuses on the employee, not the equipment or materials

• Reduces variation, increases consistency


Needed in all work areas

May be met with resistance by employees.

What is Standard Work?


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


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.


2. Determine the appropriate standard work requirements

Title Work area Author Revision date Takt time, cycle time Work sequence Approvals Document location and ownership




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).



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.



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



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.



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.



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



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.



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.


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:


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.


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


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


•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.


•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.


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


Standard Work Sheet


Layout and flow


•Dashboards


•Poka-Yoke

www.campbell.berry.edu/pokayoke Created by funding from WIRED NW

•More Poka-Yoke examples

www.campbell.berry.edu/pokayoke


•More Poka-Yoke examples

www.campbell.berry.edu/pokayoke


•Meeting agenda formats


•Templates•Shadow boards


What other methods might we employ?


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)


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


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!


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


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


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).
