Standardized Processes and Procedures

Standardization Supports StabilityStandardization 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 StandardsWork Standards Philosophy Low Unit Cost Principle Improve Individual Efficiencies Strategy Standard Costing and Standard Hours Method Time Studies, Work Standards Reason Verify Employee Performance to Standard Effect Encourage behaviors that increase Non-Value Added activities Performance Measures Unit Cost, Earned Hours, Absorption Tools Computer Systems (MRP), Time Clocks, Reports Control Method Management reviews, reports, adjusts standards

Standardized WorkStandardized Work Philosophy Waste Elimination Principle Eliminate Variation Strategy Develop consistent process capability Method Standardized Work and Procedures Reason Able to determine normal from abnormal Effect Abnormal conditions can be corrected quickly, return to best method Performance Measures Total system cost, quality, and delivery Tools Standard work Documents, Andon Control Method Visual controls, planned And automatic audits

Principles of Standardized WorkPrinciples 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 StandardsClarifying 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 StandardsQuality, 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 SpecificationsStandard 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 StandardizationOther 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 StandardizationVisual Controls Support Standardization Standardize Able to verify Adherence to Standard Discover Deviation Correct Deviation Report Deviation Clear and Understandable Make Standard Visible

Zone ControlZone Control Check Progress Zone 1Zone 3Zone 2 Takt Time

Work StepWork TimeWalk Time 1. Pick up A bracket12 2. Load fixture62 3. Pick up B bracket13 4. Load fixture53 5. Pick up side support11 6. Load fixture32 7. Pick up stiffener12 8. Load fixture82 9. Pick up brace Load fixture53 Total Seconds3222 Example

Example

Standardized Work Combination TableStandardized Work Combination Table

Cycle Balance ChartCycle Balance Chart

Stop to Fix Problems

Why Stop the Line?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 LineNever Stop the Line Philosophy Low Unit Cost Principle Increase producction by never stopping the line Strategy Control Quality though inspection and Containment Method Correct the problems “off-line” Reason Stopping the line prevents “hitting the numbers” Effect Reluctance to identify problems and solutions are not explored Performance Measures Run rates, Line output Tools Repair station, six- sigma, SPC Control Method Added layers of inspection

Get Quality Right the First Time Philosophy Waste Elimination Principle Get quality right the first time Strategy Stop to fix problems. Never knowingly pass defect to next process Method Fixed position stop and support structure Reason Increase urgency to identify and correct problems, challenge people to think Effect Motivation to identify and solve problems. Long-term strengthening Performance Measures Total system cost, quality, and delivery Tools Standard work Documents, Andon Control Method Visual controls, planned And automatic audits

Basics of Stopping the LineBasics 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?