Standard Work “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 SW Identify the supervisor role in SW Build a sample SW document Develop a plan to implement SW in your factory Created by funding from WIRED NW

Standard Work Making the “new way” become the standard way, helping to “make change stick” Created by funding from WIRED NW

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. Standard Work Created by funding from WIRED NW

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. Standard Work Created by funding from WIRED NW

Dr. Deming added a key element to his Plan-Do- Check-Act cycle  Standardize. Standardizing allows us to “hold the gain” so that we can move forward and continue our great work. Standard Work Created by funding from WIRED NW

Yet this is the piece of a Lean journey that many organizations fail to implement. As a result, perceived gains through Kaizen may be lost over time and the status quo prevails. Standard Work Created by funding from WIRED NW

When correctly applied, standard work will not only sustain kaizen improvements, but also expose and eliminate previously unseen waste. Standard Work Created by funding from WIRED NW

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 What is Standard Work? Created by funding from WIRED NW

Needed in all work areas May be met with resistance by employees. What is Standard Work? Created by funding from WIRED NW

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 demand 2. The most efficient work routine (steps) 3. The cycle times required to complete work elements 4. All process quality checks required to minimize defects/errors 5. The exact amount of work in process required. Standard Work Created by funding from WIRED NW

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. Created by funding from WIRED NW

2. Determine the appropriate standard work requirements Title Work area Author Revision date Takt time, cycle time Work sequence Approvals Document location and ownership Steps for Creating Standard Work Created by funding from WIRED NW

Steps for Creating Standard Work 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). Steps for Creating Standard Work Created by funding from WIRED NW

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. Steps for Creating Standard Work Created by funding from WIRED NW

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 Steps for Creating Standard Work Created by funding from WIRED NW

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. Steps for Creating Standard Work Created by funding from WIRED NW

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. Steps for Creating Standard Work Created by funding from WIRED NW

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 Steps for Creating Standard Work Created by funding from WIRED NW

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. Steps for Creating Standard Work Created by funding from WIRED NW

Role of the Supervisor The 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. Created by funding from WIRED NW

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 Supervisor The supervisor must ask the following four questions for every person who will perform standard work: Created by funding from WIRED NW

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. Created by funding from WIRED NW

Example of standard work DIVISION OF xxxxx On Demand/Quarterly Invoicing OwnerApproved ByRevision Date June 6, 2008 PURPOSETo enable Area Office Managers to follow a procedure to produce on demand/quarterly timber sales invoices.  Train new office managers  Maintain current procedures to produce on demand/quarterly invoice  Maintain consistent statewide procedure SCOPETimber sales unit on demand/quarterly invoice  To comply with statute, policy, and departmental guidelines  To satisfy customer requests for invoices DEFINITIONSSecurity:  Escrow balance: actual cash available-this comes from WIRES  Total documentary credit: letters of credit and security bonds  Security due: amount of security needed to adequately secure the permit  Excess security: excess cash and/or documentary credit, if any  Refundable escrow: amount of cash can be refunded to the permit holder Created by funding from WIRED NW

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 Created by funding from WIRED NW

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. Created by funding from WIRED NW

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. Created by funding from WIRED NW

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 Created by funding from WIRED NW

Standard Work Sheet Created by funding from WIRED NW

Layout and flow Created by funding from WIRED NW

Additional tools to help standardize work: Dashboards Created by funding from WIRED NW

Additional tools to help standardize work: Poka-Yoke by funding from WIRED NW

Additional tools to help standardize work: More Poka-Yoke examples Created by funding from WIRED NW

Additional tools to help standardize work: More Poka-Yoke examples Created by funding from WIRED NW

Additional tools to help standardize work: Meeting agenda formats Created by funding from WIRED NW

Additional tools to help standardize work: Templates Shadow boards Created by funding from WIRED NW

Additional tools to help standardize work: What other methods might we employ? Created by funding from WIRED NW

Why Standard Work? Clearly Documents the System Documents the current state of the best practices in lean A baseline for further lean management system improvement Defines expected behavior (what they should do) Created by funding from WIRED NW

Benefits of Standard Work Four 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 Created by funding from WIRED NW

Who Should Have Standard Work? ROLE% of Work (time) that should be Standard Executives10-15% Value Stream Manager25% Support Department Managers50% Supervisors50% Team Leaders80% Operators (Associates)95+% In Lean Management, EVERYONE! Created by funding from WIRED NW

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 Operator Production Process Created by funding from WIRED NW

Layers of Standard Work Leaders’ standard work should be layered (developed) from the bottom up Team Leaders Maintain production and ensure standard work is followed Supervisors Monitor and support team leaders in their ability to carry out their standard work Value Stream Managers Monitor and support supervisors in their ability to carry out their standard work Executives Time on the floor to verify the chain of standard work is upheld and production process is stable and improving

Daily Accountability Meetings Three Tiers Tier 1: Team Start Up Meeting Team leader meets briefly with team members Tier 2: Supervisor Meeting Supervisor meets with team leaders and dedicated support group representatives Tier 3: Value Stream Value Stream Manager with supervisors and support department personnel

Key Points for SW Check 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 Action Observe 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 Created by funding from WIRED NW

Summary Standard Work (SW) is a key element in Lean Critical part of a Visual Management system Establishes set way to do each task Reduces variability leading to improved processing and reduced costs Takes a lot of work to start Takes more work to maintain Need to have organization focus for success Created by funding from WIRED NW

Independent Assignment 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). Created by funding from WIRED NW