1. IENG 451 / 452 Standardized Work: TAKT Time, Standardized Work Charts
IENG Lecture 19
Standardized Work:
TAKT Time, Standardized Work Charts
11/22/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

2. House of Lean CUSTOMER FOCUS JUST IN TIME INVOLVEMENT JIDOKA
Hoshin Planning, Takt, Heijunka
Involvement, Lean Design, A3 Thinking
JUST IN TIME
INVOLVEMENT
JIDOKA
Standardized Work 5S
TPM
Kaizen Teams
Suggestions
Safety Activities
Hoshin Planning
Flow
Heijunka
Takt Time
Pull System
Kanban
Visual Order (5S)
Robust Process
Involvement
Poke Yoke
Zone Control
Visual Order (5S)
Problem Solving
Abnormality Control
Separate Human & Machine Work
Involvement
STANDARDIZATION
Standardized Work
Kanban, A3 Thinking
Visual Order (5S)
Hoshin Planning
STABILITY
Standardized Work, 5S, TPM
Jidoka, Heijunka, Kanban
11/22/2018
IENG 451 Operational Strategies

3. IENG 451 Operational Strategies
Standardized Work
Leveraging on Productivity:
Mass Prod.: Machines are Fixed Costs – maximize their utilization
Run the machines constantly and at full speed
Add extra people (as needed) to keep the machines running
Increase WIP to keep the machines from being starved for work when problems arise
Lean Prod.: People are Fixed Costs – maximize their utilization
Move people from machine to machine to make the product as required
Load/unload and transfer parts easily, utilizing the adaptability of the people
Adjust work cycles in response to demand changes
Lean Prod.: Right-Size Machines – keep fixed costs low and flexible
Right-Sized machines are cheaper and can be tailored in-house
Right-Sized machines are simpler and more robust
Right-Sized machines are easily adjusted to demand changes
Lean Production requires us to standardize the work
11/22/2018
IENG 451 Operational Strategies

4. IENG 451 Operational Strategies
Why Standardize Work?
Process stability drives repeatability
Clear operating conditions at each station
Organizational learning
Problem solving is improved
Employees become involved
Kaizen is easier (the Muda is visible)
Training is easier
11/22/2018
IENG 451 Operational Strategies

5. Prerequisites for Standardized Work
Standardized work is incompatible with instability
Common sources of instability:
Quality problems – if our supply of good components is disrupted, production stops
Problems with machinery, tools, fixtures – if our tooling and equipment are not available when we need them, production stops
Parts shortages – if our parts supply is disrupted, production stops
Safety and ergonomics problems – if workers are hurt or slowed, production stops.
Terms for stoppages:
Starved – an up-stream process cannot produce, so we run short of parts
Blocked – a down-stream process cannot produce, so we run short of space
Malfunction – our station cannot produce, so we run short of our quota
11/22/2018
IENG 451 Operational Strategies

6. Elements of Standardized Work
Standardized work is composed of three elements:
TAKT Time
This is the rate at which we do the work at each station, to produce in coordination with our demand
Work Sequence
These are the steps that we do at each work station to produce what is demanded
In-Process Stock
These are the components that we use to produce value at each workstation, adjusted to meet our demand
11/22/2018
IENG 451 Operational Strategies

7. Elements of Standardized Work
TAKT Time – (a German term) is the unit production time required to meet demand – the time between output units.
It comes from the sound of a metronome – the regular rate that synchronizes all the instruments in the orchestra
It is similar to, but not the same as
Cycle Time – which is the actual time required to do the process.
TAKT and Cycle Time should be synchronized as much as possible.
TAKT Time = Net Operating Time / Period
Req’d Production Units / Pd
11/22/2018
IENG 451 Operational Strategies

8. Elements of Standardized Work
Work Sequence – These are the elements of work, in the time order that they are accomplished, to make a product.
This should be communicated visually, in order … showing:
Proper posture for the operation
How the hands and feet should move
How to hold the tool(s)
Ins and Outs of the job (institutional knowledge / experience)
Quality check(s)
Critical safety items
We do these with a human focus and constantly improve the sequences using team involvement!
11/22/2018
IENG 451 Operational Strategies

9. Elements of Standardized Work
In-Process Stock – this is the minimum number of unfinished work required for the operator to complete the process without waiting for a machine.
The operator idle time should be ZERO, so we sometimes increase WIP:
if quality checks require additional workpieces
(i.e. n = 5 for a control chart)
if process conditions must return to normal to start a cycle
(i.e. temperature must drop before the next injection cycle)
if the machine cycles automatically
(i.e. fixed cycle time)
or if machine operation is in the reverse order of the process
(no example here – just take the textbook on faith?)
11/22/2018
IENG 451 Operational Strategies

10. IENG 451 Operational Strategies
Questions & Issues
11/22/2018
IENG 451 Operational Strategies
(c) D.H. Jensen