Standard Work
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Transcript Standard Work
SW001
Standard Work
Standard Work
Workshop
1
Agenda
Time
Day 1
8:00 AM
8:05 AM
8:15 AM
8:35 AM
9:00 AM
9:15 AM
10:15 AM
10:35 AM
11:15 AM
12:00 PM
12:45 PM
1:45 PM
2:15 PM
3:00 PM
4:30 PM
5:00 PM
SW001
Standard Work
Topic/Activity
Opening
Introduction
Module 1 Continuous Improvement
Approach (15)
Module 2 Standardization (19)
Break
Exercise 1 – Break-out Observe
Video & Do Line Layout
Report-outs
Module 3 Standard Work (36)
Exercise 2 – Video Data Collection (Takt Time,
Target Cycle Time, Machine Times/Capacity,
Manual time, Walk Time, Wait Time, & Actual
Cycle Time
Lunch
Break-out Continues
Report-outs
Module 4 Standard Work Tools (39)
Exercise 3 – Break-out (SWCT, Staffing Bar
Graph & Staffing Chart
Report-outs
Adjourn
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Agenda
Time
Day 2
8:00 AM
8:15 AM
8:30 AM
12:00 PM
12:45 PM
1:00 PM
1:45 PM
2:00 PM
2:15 PM
3:00 PM
4:00 PM
Topic/Activity
Introduction Day 2
Module 5 Product Mix (14)
Exercise 4 Break-out (Visit Line, Observe,
Takt Time, Target Cycle Time, Manual/Machine
Time, Walk/Wait Time & SWCT
Lunch
Module 6 Improvement Activity Form (5)
Exercise 5 – Break-out
Break
Module 7 Implementation (10)
Exercise 6 – Break-out
Report-outs
Adjourn
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Standard Work Workshop
Name
Years Service
Current Position
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Points To Be Revisited
Definition:
Criteria:
Question Or Subject That Will Be Addressed At A Later Time
Point Is Scheduled To Be Covered Later In The Workshop
Additional Time Is Needed To Clarify Point
Additional Research Is Needed (We Don't Know)
Point Is Beyond Scope Of Workshop (Subsequent Investigation Is
Needed)
Purpose:
Ensure That Unresolved Issues & Questions Are Addressed
Method:
Instructor Determines When A Point Needs To Be Revisited
Participant Writes Point On Wall Chart
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Obstacles
Definition:
An Obstacle Is Anything That Impedes Or
Prevents The Implementation Of Continuous
Improvement Tools
Purpose:
Ensure That Obstacles Are Raised And Addressed
(On Last Day)
Method:
Participant Writes Obstacles On Wall Chart At
Any Time
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Module 1
Continuous Improvement
Approach
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Definition of Continuous Improvement
• Continuous Improvement simply means:
• Improving every aspect of every activity every day forever
• Think of continuous improvement as a journey rather than
a destination
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Introduction to Continuous
Improvement
• Implementation of the AM Performance System has
helped AM become much more competitive
• However, the vehicle OE and replacement marketplaces
have become more difficult every year
• To continue to keep and grow business, we have no
choice but to improve
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Introduction to Continuous
Improvement
• This is not a new program - Continuous Improvement is
an integral part of AM Performance System
• Continuous Improvement is a part of “people supportive
practices”, one of the 14 AMr Performance System points
• provides new skills to employees, empowering them to
design and improve their own work
• by standardizing on a new method, it gives people the
ability to reduce variation
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Introduction to Continuous
Improvement
• Standardization is really just a systematic and disciplined
approach to doing things
• We will be using the same skills for supplier development
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Introduction to Continuous Improvement
Why Standardize?
“Variability is the breeding ground of
defects, and of high costs.”
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Introduction to Continuous
Improvement
Shared Plan
AM invests in training
AM Empowers Employees
–Design their own work
–Rearrange their work place
Employees follow THEIR plan
–Do work according to plan
–Same way every time
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Introduction to Continuous
Improvement
• Manufacturing performance is like physical conditioning - you can
go only one of two directions
• you can relax and get out of shape
• you can improve continuously and stay truly competitive
• Continuous Improvement develops standardized ways of doing
things:
• you cannot do it right the first time without a standard
• every standard and every measure cries out for a better way and
better performance - getting in better shape
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Continuous Improvement is needed:
• Increased competition
• Customer demands for lower prices
• Expectations for higher quality
• Changing technologies
• Need for more employee control of workplace
• Need for improved participation and self-direction
• Wider base of knowledge
• Safer, better workplace
• Zero accidents
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Work Unit 20 Keys
Level
1
2
3
4
5
Key #10 - Work Standards
A few standardized work procedures are in place in the work unit.
Team members are familiar with formal work instruction sheets. A few activities have been analyzed by team
members. At least 50% of team members have been trained in Standard Work.
Standard work patterns have been developed by team members. All team members are following standard work
patterns. Takt Time and Target Cycle Time have been established for the work unit. Labor utilization graphs or
other visual tools are displayed to show balance and work distribution of team members. At least 75% of team
members have been trained in Standard Work.
All activities in the work unit have been analyzed with Standard Work Charts (SWC). Standards have been
established and used for all team member training. Efforts to reduce unnecessary motion and waiting in the
work unit are documented. Balanced work plans have been established for all part numbers and/or families
within the work unit. Work patterns for +/- 1 team member have been developed. 100% of team members
have been trained in Standard Work.
Standard work patterns are established for new processes and products prior to release for production to the
work unit. All unnecessary motion and waiting in the work unit have been eliminated. Team members are
involved in making adjustments to labor utilization levels, based on customer requirements.
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Workshop Goals
• Understand Continuous Improvement Steps
• Standardized work
• Takt time
Work as a team
Have fun!!
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9 Continuous Improvement Process
Steps
1. Observe current method
2. Document current method
3. Identify improvements (steps to eliminate)
4. Implement improvements
5. Validate quality and productivity of new method
6. Standardize new method
7. Document “Before” and “After” conditions
8. Recognize achievements
9. Look for next improvement
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Continuous Improvement is an integral part
of AM Performance System
• Achieving World Class certification is of no benefit if the
performance cannot be maintained
• There are only two choices
• deteriorating performance or
• CONTINUOUS IMPROVEMENT !!!!!!!!!!!!
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Continuous Improvement is an integral part of AM Performance
System
To achieve World Class levels, we must excel at
continuously improving processes and work methods
in every work unit, in every business group, at every
facility, and at every supplier. Every day
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Standard Work & Takt Time Production
Tools.
Our focus will be on the following tools:
•
•
•
•
Ergonomics
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Balance Boards
Measurements
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Module 2
Standardization
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Standard operations apply to:
• Working efficiently without wasteful motions
• Achieving line balancing among all processes in terms of
production timing
• The minimum quantity of work-in-process
• Standardization - the best way
• Standardization - eliminating variation
• Standardization - the same sequence and method each time
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Standard operations apply to:
• Standardization makes it easy to see and check operational
problems
• Standardization ensures that the results will be predictable
and repeatable
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Standardization Results in the following
improvements:
Standard Work
Safety
Quality
Efficiency
Productivity
•
•
•
•
Safety
Quality
Efficiency
Productivity
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• Standardization is a key to improving
• The standard method must be established and should be
regarded as a “good” method
• But the standard method is only “good” - not “best”. Each
method challenges us for a better way
• Continuously improved
• “The best way has not yet been found”
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The 8 Types of Waste
• Overproduction
• Correction
• Material Movement/Transportation
• Excess Processing
• Inventory
• Waiting
• Motion
• Lack of Employee Involvement
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Some Causes of Waste
• Incapable processes
• Engineering changes without process changes
• Lack of Customer input concerning requirements
• Inconsistent work methods
• Excessive variation
• Incapable suppliers
• Lack of communication
• Long changeovers
• Inconsistent schedules
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Standard Movements
Standardization of work movement that
supports our goals of:
• Safety
• Quality
• Efficiency
• Productivity
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Safety and Ergonomics
• Make safety and
ergonomics a number one
concern when making
improvements in the
workplace
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3 Work Movement Goals
1. Reduce the number of basic movements
2. Make work movements easier
3. Improve the quality of movement
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Standard Movements
• Look at feet and leg movements
• Look at hand and arm movements
• Look at the part
• Look at the worker’s eyes
• Improve the quality of movement
• Use both hands
• Eliminate wasted movements
• Make the work rhythmical
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Work Movements Checklist
Job:
Line:
Process:
Check Item
Worker:
How often
Problem Movement
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Date:_ ____________
Improvement
Are the arms stretched out too far?
Size
Are the arms moving above the heart level?
of
Is there any bending at the waist?
Movement
Are there any sudden rotations?
Is there any stretching (on tiptoe) or bending down?
Movement
Is the right or left hand not being used?
of
Are both arms stretched farther than twice the distance
Both
between shoulders?
hands
Are hands moving alternately rather than simultaneously?
(waiting)
Are things transferred from one hand to the other?
Do the hands cross?
Are up, down, forward, backward, left, right motions too
Wasted
Movement
large for movement to the next position?
Start buttons in line with the flow of hand movements?
Are parts stored in line with the flow of hand to hand movements?
Are both hands not used while the worker is walking?
Making
Does the worker stop and stand?
the Work
Is the part automatically unloaded or done by worker?
Rhythmical
Can the part be loaded with one touch? (simplified loading)
Is there continued holding of part at the finish?
Finishing
Can the worker load and unload the part in one try?
Point
Can the worker move to the next process right away?
Can the worker pick up the part for the next process right away?
Preparations for the next task completed while working?
OTHER
Average Cycle Time Before: _______ seconds.
No. times cycle measured:
Average Cycle Time After: ________ seconds
Form No. 5-A
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AM Performance System Workplace Improvements
• Safety and Ergonomics
• Small containers
• Minimal material handling
• Job rotation to minimize repetitive motions
• “Poka Yoke” pinch points (error proofing)
• Minimize bending/reaching
• Eliminate contamination (leaks, smoke, flash)
• Clean workplaces
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Improvements Cont.
• “U” shaped work unit
• Eliminates isolated islands
• Integrates processes
• Reduces transport and handling of parts
• Enhances teamwork
• Increases visibility
• Enhances cross training
• Permits flex-manning
• Improves safety
• Reduces inventory
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Work Sequence
• Sequence of activities that each operator performs to
complete one cycle
• Does not necessarily represent the part routing
• Requires multi-skilled workers
6
5
3
Raw
Materials
Operator
#1
Operator
#2
7
8
9
2
4
Finished
Goods
1
Finished
Goods
Raw
Materials
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Improvements Cont.
• Minimize/Eliminate In-line Inventory
• One piece pull
• Kanban signals
• Value Added/Non-Value Added Analysis
• Eliminate non-value added activities
• Moving material
• Inspection
• Waiting
• Unnecessary activities
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Report Out 1 Deliverables
Report Out
#1
1- Complete the Standard
Work Chart
Watch the video tape to complete this exercise
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Part No.
Part
Name
STANDARDIZED WORK CHART
Date
Shifts
Auto Time
Line
# of Members
Takt Time
Scheduled Breaks/Day
Target Cycle Time
Allowances/day for
Target Cycle Time
Standard
In-Process
Stock
Manual Time
Daily
Custome
r
Demand
Bottleneck
Standard
In-Process
Stock
Manual
Member Time
Walk
Time
Wait
Time
Total
Cycle
Time
WALK PATH
WITH PART
WALK PATH
WITHOUT PART
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Part No.
Part
Name
Date
STANDARDIZED WORK CHART
Shifts
Auto Time
Line
# of Members
Takt Time
Scheduled Breaks/Day
H
Target Cycle Time
Allowances/day for
Target Cycle Time
GG
Standard
In-Process
Stock
F
F
I
2
#1
#2
BB
A
Walk
Time
Daily
Custome
r
Demand
Bottleneck
S.I.P.S.
3
E
S.I.P.S.
Manual
Member Time
Manual Time
Wait
Time
Total
Cycle
Time
C
D
D
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Example
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Module 3
Standardized Work
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Standardized Work
Clearly visible production and people supported
activities that are standardized to reduce process
variation and match customer needs
•
•
•
•
•
Synchronized flow
Simplified practices
Consistent methods
Applying better ideas
Leveled work loads
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Standardized Work
Clearly visible production and people supported activities
that are Standardized to reduce process variation and
match Customer needs
Traditional:
High Variability
Standardized:
Consistency, Control
First
Shift
First
Shift
Second
Shift
Second
Shift
Third
Shift
Third
Shift
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Standardized Work
Who Knows More About What You Do ??
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Standardized Work
YOU DO !!
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Standardized Work
Whose Idea Will You Try First ??
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Leveled Production
In the production work site generally, the bigger the
fluctuations either in part flow or production
quantity the greater the waste
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Continuous Flow Processing
The ideal, ultimately, is to achieve leveled,
sequential production without accumulation
of parts within a process or between processes
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Standardized Work
• Optimum conditions for standardized work:
• Up-Time
• Repetitive operations
• Uniform work quality
• Level Schedule
• Capable Processes
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Standardized Work
• Terms to know:
• Takt time
• Target cycle time
• Actual cycle time
• Manual time
• Walk time
• Wait time
• Unassigned time
• Machine cycle time
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Standardized Work
• Takt Time:
The amount of time required to produce one
piece of the customer demand
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Standardized Work
• Takt Time Calculation:
Available Daily Operating Time (Seconds)
Total Average Daily Production Requirements (Pieces)
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Standardized Work
Takt Time Calculation Example:
Work Unit 3000 (Two shift operation)
Customer demand = 1504 / per day
Available work time = 16 hours
= 960 min/day
Less 4 breaks per day @ 10 min. each
= 40 min
Total Available Time
= 920 min
920 minutes X 60 seconds = 55,200 seconds
Takt Time = 55,200sec / 1504 units = 36.7 seconds
We need to net 1 unit every 36.7 seconds
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Standardized Work
Takt Time Calculation Example:
Work Unit 3000 (Two shift operation)
Customer demand = 1100 / per day
Available work time = 16 hours
= 960 min/day
Less 4 breaks per day @ 10 min each
= 40 min
Total Available Time
= 920 min
920 minutes X 60 seconds = 55,200 seconds
Takt Time = 55,200sec / 1100 units = 50.2 seconds
We need to net 1 unit every 50.2 seconds
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Standardized Work
Takt Time Calculation Exercise:
Work Unit 3000 (Two shift operation) 2 - 10’ breaks/shift
4 Week Customer Requirements:
Week 1 = 6000 units
Week 2 = 5800 units
Week 3 = 6200 units
Week 4 = 6000 units
Takt Time = ?
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Standardized Work
Takt Time Calculation Exercise:
Work Unit 3000 (Two shift operation) 2 - 10’ breaks/shift
4 Week Customer Requirements: 24,000/20 days = 1200
2 x 8 hrs. = 16 hrs. x 60’ = 960’ - 40’ breaks = 920’
920’ x 60” = 55,200”
Takt Time = 55,200”/1200 = 46”
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Target Cycle Time
Target Cycle Time = Takt Time - Special Allowances
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Target Cycle Time
Target Cycle Time may include planned,
repetitive operations
- Examples of Special Allowances
Team Meetings
Preventive Maintenance
Changeover
Planned, repetitive allowances will be determined by
each Business Group
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Target Cycle Time
Changeover time should be continuously improved
Building a flat allowance is wrong
Initial time built-in must be improved
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Target Cycle Time Example
Production Requirement:
1504 parts per day
P.M.
EI Meeting
15 minutes X 2 shifts = 30 min.
12 minutes X 2 shifts = 24 min.
54 min.
54 minutes X 60 seconds = 3240 seconds
3240/ 1504 = 2.15 seconds lost for Special Allowances
Target Cycle Time = 36.7(Takt) – 2.15(SPA) = 34.55 sec.
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Target Cycle Time Example
Production Requirement:
1100 parts per day
P. M.
EI Meeting
15 minutes X 2 shifts = 30 min.
12 minutes X 2 shifts = 24 min.
54 min.
54 minutes X 60 seconds = 3240 seconds
3240 / 1100 = 2.95 seconds lost for Special Allowances
Target Cycle Time = 50.2(Takt) – 2.95(SPA) = 47.25 sec.
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Target Cycle Time Exercise
Production Requirement:
1200 parts per day
Takt Time = 46”
P. M.
EI Meeting
15 minutes X 2 shifts = 30 min.
12 minutes X 2 shifts = 24 min.
54 min.
Target Cycle Time = ?
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Target Cycle Time Exercise
Production Requirement:
1200 parts per day
Takt Time = 46”
P. M.
EI Meeting
15 minutes X 2 shifts = 30 min.
12 minutes X 2 shifts = 24 min.
54 min.
54 minutes X 60 seconds = 3240 seconds
3240 / 1200 = 2.7 seconds lost for Special Allowances
Target Cycle Time = 46(Takt) – 2.7(SPA) = 43.3 sec.
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Standardized Work
Actual Cycle Time =
Manual time + Walk Time + Wait Time
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Standardized Work
Actual Cycle Time = Manual time +Walk time +Wait time
Actual Cycle Time is the time it takes an operator to
complete one cycle of his/her standard work
Longest operator’s actual cycle time tells us how many parts the cell
is capable of running
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Standardized Work
Manual Time:
The time required for an operator to perform the
physical tasks for one cycle of operation (Inspecting,
loading / unloading, and gauging)
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Standardized Work
Walk Time:
The time required for the physical movement from one
point to another, with or without a part
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Standardized Work
Wait Time:
The time the operator waits while the machine
completes its function
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Standardized Work
• Unassigned Time
The difference between your actual
cycle time and your target cycle time
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Standardized Work
Machine Cycle Time:
The time required by a machine to complete one cycle
of operation
*Machine cycle time may also be referred to as Auto
Time
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Target Work Unit Staffing
Total Manual Time+ Total Walk Time
# Of Members =
Target Cycle Time
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Operation Name
Elements
#
Date:
Element Times
1
2
3
4
5
1
1.1
1
1
1
Tubing to bender
.9
2
Walk to bender
2.0
2.0
2.0
2.0
2.0
3
Load bender
2.5
2.4
2.4
2.5
2.5
4
Bender cycles
37.5
38
38
37.5
38
5
Unload bender
2.5
2.3
2.6
2.5
2.5
H
L
Comments
Form #: 3-A
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Standardized Production
Capacity Sheet
Date
Part#
Cell #
AUXILIARY
TIMES
ASSET
SEQ.
1
PROCESS NAME
NUMBER
MANUAL MACHINE
TOTAL PROCESS
TIME CAPACITY
TIME
TIME
0
1
38
43
641
2
Tubing to bender
Bender
234567
1
5
3
Sizer
234561
6
7
13
2123
4
Inlet welding operation
023456
6
35
41
673
5
Outlet welding operation
234569
6
30
36
766
6
Leak test / gauge, etc.
234555
6
10
16
1725
1
0
1
7
Finished Goods
Totals
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COMMENTS
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Report Out 2 Deliverables
Report Out
#2
1- Standard Work Chart
2- Exercise #2
Report Out
Watch the video tape to complete this exercise
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Part No.
Part
Name
STANDARDIZED WORK CHART
Date
Shifts
Auto Time
Line
# of Members
Takt Time
Target Cycle Time
Allowances/day for
Target Cycle Time
Scheduled Breaks/Day
Standard
In-Process
Stock
Manual Time
Daily
Custome
r
Demand
Bottleneck
Manual Time
6
18
6
30
7
6
4
5
3
Auto Time
3
5
S.I.P.S.
S.I.P.S.
38
2
2
6
10
Manual
Member Time
Walk
Time
7
6
Wait
Time
Total
Cycle
Time
0
1
1
0
1
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Exercise 2 Report Out
( Video Exercise )
Takt Time:
________________
Target Cycle Time:
________________
Longest Machine Cycle Time:
________________
Machine Capacity vs Customer Requirement
____________ vs ____________
Total Work Unit Manual Time:
________________
Total Work Unit Walk Time:
________________
Total Work Unit Wait Time:
________________
Target Work Unit Staffing:
________________
Longest Operator Actual Cycle Time:
________________
Longest Operator Actual Cycle Time vs Target Cycle Time
____________ vs ____________
Form No. 2
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Module 4
Standardize Work Tools
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Standardized Work Tools
• Standardized Work Analysis
• Labor Requirements
• S W C T - Standardized Work Combination Table
• Staffing Graph
• Balance Board
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Line
# of Members
4440
Auto Time
Takt Time
Target Cycle Time
30”
4
Allowances/day for
Target Cycle Time 42.9’
3”
12”
Orbital
Welder
3”
2”
3
2” Finished
Goods
2
D 1
1”
3”
2”
5 2” 1
3” Tubes
4
A
A
B
C
D
12”
8”
8”
14”
Wait
Time
9”
8”
9”
6”
6”
3”
3”
1”
Total
Cycle
Time
27”
19”
20”
21”
26”
1”
2
1
1” 3”
3”
4
2”
B 3
1
2”
2
1”
2”
3”
1”
3”
2”
Stamp
Press
Sizer
Bender
Walk
Time
Bottleneck
1840
2”
4”
1” 2 2” 3
Cutoff
Daily
Customer
Demand
3”
3”
4
Manual Time
5”
1
2
Stuffer
C 2”
3
1”
1
1”
2”
Spinner
10”
1
Standard
In-Process
Stock
28.6”
Scheduled Breaks/Day
40’
Manual
Member Time
Shifts
Lockseamer
Part
Name
08/30/99
Date
STANDARDIZED WORK CHART
Heads
CC3330
Exhaust Assembly
Part No.
1”
1”
3”
1”
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Standardized Work
Combination Table
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Part No.:
EX4444
Part Name: Exhaust A ss'y
No.
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1 Unload Bender
Standardized Work
Combination Table
Volume
Target
Cycle
Takt Time
1840
28.6"
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
2 Cut Tube
3
Size Tube
4
Stage Tube
5
Pick Tube and
Load Bender
Totals
A ctual Cycle Time =
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Part No.:
EX4444
Part Name: Exhaust Ass'y
No.
1
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1"
Unload Bender
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2 Cut Tube
3"
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
Totals
12
26
6
Actual Cycle Time =27"
9
82
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust Ass'y
No.
1
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1"
Unload Bender
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2 Cut Tube
3"
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
Totals
12
26
6
Actual Cycle Time =27"
9
83
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust Ass'y
No.
1
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1"
Unload Bender
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2 Cut Tube
3"
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
Totals
12
26
6
Actual Cycle Time =27"
9
84
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust A ss'y
No.
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1 Unload Bender
1"
2 Cut Tube
3"
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
Takt Time
1840
28.6"
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
Totals
12
26
6
A ctual Cycle Time = 27"
9
85
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust Ass'y
No.
1
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time Time
Time
A
Cell::
Process Name
Unload Bender 1"
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
3"
2 Cut Tube
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
Totals
12
26
Actual Cycle Time =27"
6
9
86
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust Ass'y
No.
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1 Unload Bender
1"
2 Cut Tube
3"
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
Totals
12
26
6
Actual Cycle Time =27"
9
87
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust Ass'y
No.
1
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time Time
Time
A
Cell::
Process Name
1"
Unload Bender
26"
6"
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
3"
2 Cut Tube
Standardized Work
Combination Table
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
Totals
12
26
Actual Cycle Time =27"
6
9
88
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust Ass'y
No.
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1 Unload Bender
1"
2
Cut Tube
3"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2"
2"
2"
2"
Totals
12
26
6
Actual Cycle Time =27"
9
89
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust Ass'y
No.
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1 Unload Bender
1"
2 Cut Tube
3"
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
2"
Totals
12
26
6
Actual Cycle Time =27"
9
90
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust Ass'y
No.
1
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1"
Unload Bender
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2 Cut Tube
3"
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
Totals
12
26
6
Actual Cycle Time =27"
9
91
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust A ss'y
No.
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1 Unload Bender
1"
2 Cut Tube
3"
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
Takt Time
1840
28.6"
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
Totals
12
26
6
A ctual Cycle Time = 27"
9
92
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust Ass'y
No.
1
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1"
Unload Bender
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2 Cut Tube
3"
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
Totals
12
26
6
Actual Cycle Time =27"
9
93
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust A ss'y
No.
4444
Oper.
Date: 08/30/99
Manual Auto
Wait
Time
Time
Time
A
Cell::
Process Name
1
Unload Bender
1"
2
Cut Tube
3"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
Takt Time
1840
28.6"
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2"
2"
2"
2"
Totals
12
26
6
A ctual Cycle Time = 27"
9
94
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust A ss'y
No.
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1 Unload Bender
1"
2 Cut Tube
3"
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
Takt Time
1840
28.6"
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
Totals
2"
2"
3"
2"
12
26
6
A ctual Cycle Time = 27"
9
95
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust A ss'y
No.
1
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1"
Unload Bender
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
Takt Time
1840
28.6"
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2 Cut Tube
3"
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
Totals
12
2"
26
6
A ctual Cycle Time = 27"
9
96
SW001
Standard Work
Part No.:
EX4444
Part Name: Exhaust A ss'y
No.
4444
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Cell::
Process Name
1 Unload Bender
1"
2 Cut Tube
3"
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
Takt Time
1840
28.6"
30"
Manual
Walk
Auto
Wait
Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2"
3
Size Tube
3"
4
Stage Tube
2"
5
Pick Tube and
Load Bender
3"
2"
2"
2"
Totals
12
26
6
A ctual Cycle Time = 27"
9
97
SW001
Standard Work
Part No.:
PIPE396
Part Name: Tail Pipe
No.
4440
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
B
Line:
Process Name
1
Pick steel
1"
2
Stamp steel
3"
3
Load Lockseamer
1"
4
Unload Lockseamer
1"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Line = Takt Time, Black Line = Target Cycle Time, Short Black Line = Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2"
3"
3"
1"
5 Load & Act. Flare Press
2"
4"
Totals
8
3
3
Actual Cycle Time =19"
8
98
SW001
Standard Work
Part No.:
PIPE396
Part Name: Tail Pipe
No.
4440
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
C
Line:
Process Name
1
Unload Flare Press
1"
2
Load Unload Stuffer
3"
3
Load Spinner
1"
4
Unload Spinner
1"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Line = Takt Time, Black Line = Target Cycle Time, Short Black Line = Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
2"
3"
3"
1"
5 Stage Part
2"
5"
Totals
8
3
3
Actual Cycle Time =20"
9
99
SW001
Standard Work
Part No.:
PIPE396
4440
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
D
Line:
Part Name: Tail Pipe
Process Name
Pick Pipe & Muffler
2"
Load & Activate Welder
9"
Pick Part
1"
Pack Part
2"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Line = Takt Time, Black Line = Target Cycle Time, Short Black Line = Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
12"
1"
2"
3"
Totals
14
1
Actual Cycle Time =21"
6
100
SW001
Standard Work
Do I Need To Fill Out More Than One SWCT?
Make a separate SWCT for each product family
with a unique process or with over 2
seconds of work difference
101
SW001
Standard Work
Target Work Unit Staffing
Total Manual Time + Total Walk Time
# Of Members =
Target Cycle Time
102
SW001
Standard Work
Balance Board
Shows whether or not line is balanced
Is a visual tool to help us better
balance the work load
Is to be used by the work team
103
SW001
Standard Work
BALANCE BOARD
Takt Time 30”
Target Cycle Time 28.6”
Wait On
Bender
6.0
Walk to Unload 2.0
Pick Tube &
Load Bender
3.0
Walk to Steel
4.0
Walk to F.P.
5.0
Load & Act. FP 2.0
Stage Part
2.0
Walk to F. P.
1.0
1.0
3.0
Pack Part
2.0
Walk to F.G.
2.0
Pick Part
1.0
Unload L. S.
1.0
Walk to Stage
Unload Spin
Wait on L. S.
3.0
Wait on Spin
3.0
Load Lockseam 1.0
Load Spinner
1.0
2.0
Walk to L.S.
2.0
Walk to Spinner 2.0
2.0
Stamp Steel
3.0
Load Unload S 3.0
Wait on Welder 1.0
Walk to Cutoff 1.0
Walk to Press
1.0
Walk to Welder 1.0
Unload bender 1.0
Pick Steel
1.0
Walk to Stuffer 1.0
Unload F.P.
1.0
Walk to Tubes 2..0
Stage Tube
2.0
Walk to Stage
2.0
Size Tube
3.0
Walk to Sizer
Cut Tube
Operator A
27 seconds
1.0
Walk to Stage
Operator B
19 seconds
Operator C
20 seconds
Load & Act.
9.0
Pick Pipe & Muff 2.0
Operator D
21 seconds
104
SW001
Standard Work
Staffing Graph
105
SW001
Standard Work
Total
Operator Manual
Time
Total
Walk
Time
Total
Wait
Time
Actual
Cycle
Time
Target
Unassigned
Cycle
Time
Time
A
12
9.0
6.0
27
28.6
1.6
B
8.0
8.0
3.0
19
28.6
9.6
C
8.0
9.0
3.0
20
28.6
8.6
D
14
6.0
1.0
21
28.6
7.6
Total
42
32
13
87
27.4
106
SW001
Standard Work
4 Members – Work Unit 3000
50
45
40
35
Takt Time
30
Target Cycle Time
25
20
Wait Time
15
Walk Time
10
Manual Time
5
0
A
B
C
D
107
SW001
Standard Work
4 Members – Work Unit 3000
Balanced but not to
Target Cycle Time
50
45
40
35
Takt Time
30
Target Cycle Time
25
20
Wait Time
15
Walk Time
10
Manual Time
5
0
A
B
C
D
108
SW001
Standard Work
4 Members – Work Unit 3000
Balanced to Target
Cycle Time
50
45
40
35
Takt Time
30
Target Cycle Time
25
20
Wait Time
15
Walk Time
10
Manual Time
5
0
A
B
C
D
109
SW001
Standard Work
3 Members – Work Unit 3000
Eliminated Wait and
Balanced to Target
Cycle Time
50
45
40
35
Takt Time
30
Target Cycle Time
25
20
Wait Time
15
Walk Time
10
Manual Time
5
0
A
B
C
D
110
SW001
Standard Work
2 Members – Work Unit 3000
Eliminated Wait, Reduced
Walk & Balanced to Target
Cycle Time
50
45
40
35
Takt Time
30
Target Cycle Time
25
20
Wait Time
15
Walk Time
10
Manual Time
5
0
A
B
C
D
111
SW001
Standard Work
SWCT Exercise
1) Pick tube and load auto loader: 3”
2) Walk to front of bender: 1”
3) Wait for bender to complete cycle: 6”
4) Unload bender: 1”
5) Bender auto time: 26”
6) Walk to cutoff: 2”
7) Cut tube: 3”
8) Walk to sizer: 2”
9) Size tube: 3”
10) Walk to stage: 2”
11) Stage pipe: 2”
12) Return to tubing: 2”
Auto Time
Walk Time
Manual Time
Wait Time
112
SW001
Standard Work
Part No.:
PIPE396
Part Name: Tail Pipe
No.
1
4440
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Line:
Process Name
Pick tube and load
auto loader
2 Unload bender
3"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Vertical Red Line = Takt Time, Vertical Black Line = Target Cycle Time, Short Vertical Black Line = Actual Cycle Time
Walk
Time
5
10
15
20
25
30
1"
1"
3
Cut tube
3"
4
Size tube
3"
5
Pack tube
2"
26"
6"
2"
2"
2"
2"
Totals
12
26
6
Actual Cycle Time =27"
9
113
SW001
Standard Work
Part No.:
PIPE396
Part Name: Tail Pipe
No.
4440
Oper.
Date: 08/30/99
Manual Auto Wait
Time
Time Time
A
Line:
Process Name
1
Unload bender
1"
2
Cut tube
3"
3
Size tube
3"
4
Pack tube
2"
5
Pick tube and load
auto loader
3"
26"
6"
Standardized Work
Combination Table
Volume
Target
Cycle
1840
28.6"
Takt Time
30"
Manual
Walk
Auto
Wait
Red Line = Takt Time, Black Line = Target Cycle Time, Short Black Line = Actual Cycle Time
Walk
Time
5
10
15
20
25
30
2"
2"
Totals
2"
2"
1"
12
26
6
Actual Cycle Time =27"
9
114
SW001
Standard Work
Report Out 3 Deliverables
Report Out
#3
1-Standard Work
Combination Table
2-Staffing Bar Graph
3-Staffing Chart
Watch the video tape to complete this exercise
115
SW001
Standard Work
Module 5
Product Mix
116
SW001
Standard Work
Product Mix Example
Product A + B + C = 876 total units
A = 219 units/876 total units = .25 or 25%
B = 307 units/876 total units = .35 or 35%
C = 350 units/876 total units = .40 or 40%
876 total units
=
100%
117
SW001
Standard Work
Product Mix Example
Product A + B + C = 876
{
A = 219 = 25%
B = 307 = 35%
C = 350 = 40%
876 = 100%
Total Daily Available Time
TAKT =
Avg. Daily Units Required(A,B,C)
Total Available Time:
8 hours X 60’= 480’-20’(2-10’ breaks)=460’X60”=27,600”
27600”/876 daily units required = 31.5” Takt Time
118
SW001
Standard Work
Target Cycle Time Calculation
• Target Cycle Time = Takt Time - Special Allowances
• Takt Time = 31.5”
• Special Allowances = 10’ TPM
+ 12’ Team Meeting
Special Allowances
= 22’ X 60” = 1320”
Special Allowance per cycle = 1320”/876 units = 1.5”
31.5”(Takt Time) - 1.5”(Special Allowance) = 30.0” TCT
119
SW001
Standard Work
Fixed Staffing Method
• Consistent Staffing Level
120
SW001
Standard Work
Product Mix Example
Calculation of Avg. Target Staffing
Product
A
B
C
Part A
Part B
Part C
Manual
306”
260”
200”
Walk
50”
40”
40”
Total % Mix
356” 25%
300” 35%
240” 40%
356” x .25 = 89”
300” x .35 = 105”
240” x .40 = 96”
290” Weighted Average
121
SW001
Standard Work
Target Staffing Example
Total Manual Time + Total Walk Time
Target
290”
=
=
= 9.6
Staffing
30.0”
Target Cycle Time
• We round to the next full person and use 10 people
122
SW001
Standard Work
Fixed Staffing/Flex TCT
Product
A
B
C
Manual Walk
306”
50”
260”
40”
200”
40”
Total % Mix
356” 25%
300” 35%
240” 40%
Part A356”/9.6 = 37.08” Target Cycle Time
Part B
300”/9.6 = 31.26” Target Cycle Time
Part C
240”/9.6 = 25.00” Target Cycle Time
123
SW001
Standard Work
Fixed Target Cycle Time Method
• Consistent Target Cycle Time
124
SW001
Standard Work
Fixed TCT/Flex Staffing
Product
A
B
C
Manual Walk
306”
50”
260”
40”
200”
40”
Total % Mix
356” 25%
300” 35%
240” 40%
356”/30.0” = 11.8 Target Staffing
300”/30.0” = 10.0 Target Staffing
240”/30.0” = 8.0 Target Staffing
125
SW001
Standard Work
Product Mix Example
Fixed TCT
Target
Cycle
Fixed Staffing
Target
Staffing
Target
Cycle
Target
Staffing
A
30.0”
11.8
37.0”
9.6
B
30.0”
10.0
31.2”
9.6
C
30.0”
8.0
25.0”
9.6
9.6
30.0”
9.6
Gross 30.0”
126
SW001
Standard Work
LINE EXERCISE
127
SW001
Standard Work
Report Out 4 Deliverables
Report Out
#4
1-Standard Work Chart
2-Staffing Bar Graph
3-Exercise # 4
Report Out
4-SWCT
This Report Out based on data gathered from visit
to work unit or next video
128
SW001
Standard Work
Exercise 4 Report Out
(Work Unit Data)
Takt Time:
________________
Target Cycle Time:
________________
Longest Machine Cycle Time:
________________
Machine Capacity vs Customer Requirement
____________ vs ____________
Total Work Unit Manual Time:
________________
Total Work Unit Walk Time:
________________
Total Work Unit Wait Time:
________________
Target Work Unit Staffing:
________________
Longest Operator Actual Cycle Time:
________________
Longest Operator Actual Cycle Time vs Target Cycle Time
____________ vs ____________
Form No. 4
129
SW001
Standard Work
Module 6
Before / After
Improvements
130
SW001
Standard Work
Team
Work Unit
Facility
Before Improvement
Problem
Implemented Item
Idea #
After Improvement
Date Submitted
Team Contact
Date Required
Date Completed
Champion
Effect
W. O. #
131
SW001
Standard Work
GROUP: TEAM
LOCATION: FRANKLIN
BEFORE IMPROVEMENT
Resonator Assembly comes down
chute in three pieces to Melton
Operator
PROBLEM
Loading three different parts
into Melton takes too long
(9”)
IMPLEMENTED ITEM
Build staging rack to hold
components in assembled
position.
LINE: NS 6520
DATE: 1/20/97
AFTER IMPROVEMENT
Deburr / Sizer Operator inserts tubes
into Resonator and stages assembly on
table
EFFECT
1. Improve ease of operation.
2. Decrease SWCT by 5 seconds
132
SW001
Standard Work
GROUP: 6540 EI TEAM
LOCATION: FRANKLIN
LINE: NS 6540
After Improvement
Before Improvement
Six-Shooter
Control
Panel
Control
Panel
End Cap
Six-Shooter
Long
Awkward
Walk Path
Air Check
Air Check
Pack-Out
Crate
Shorter Easier
Walk Pattern
PROBLEM
Operator must walk to end of
air check fixture to
pick up protective end cap
for pack-out process after
cycling air check.
DATE: 1/7/97
IMPLEMENTED ITEM
Move control panel towards
other end of air check.
Move six- shooter to area
where control panel was located.
Pack-Out
Crate
EFFECT
1. Shortened walk distance (10 ft)
2. Provided ease of movement
3. Reduced standard work cycle time 4 sec’s
133
SW001
Standard Work
Report Out 5 Deliverables
Present Before &
After Improvement
Sheets
Report Out
# 5
Team
Line
Facility
Before Improvement
Problem
Implemented Item
Idea #
After Improvement
Date Submitted Date Required Date Completed
Team Contact
Champion
Effect
W. O. #
7
134
SW001
Standard Work
Module 7
Implementation
135
SW001
Standard Work
Where do we go from here?
136
SW001
Standard Work
Implementation
• Learn by doing on the shop floor
• Identify and solve “root cause” conditions
• Implement low and no cost improvements
• Promote personal and team growth
• Work based on need for improvement
137
SW001
Standard Work
9 Continuous Improvement Process
Steps
• Observe current method
• Document current work elements/steps
• Identify improvements (steps to eliminate)
• Implement improvements
• Validate quality and productivity of new method
• Standardize new method
• Document “before” and “after” conditions
• Recognize achievements
• Look for next improvement
138
SW001
Standard Work
Implementing Standard Work
• Train the work unit members in Standard Work & Takt
Time Production.
• Calculate Takt and Target Cycle Time
• Develop standard work charts with flex staffing, plus and
minus one operator
• Create Standard Work Combination Tables
• Create a Balance Board as a tool for improvement
139
SW001
Standard Work
Implementing Standard Work
• Create a Staffing Graph to identify the opportunities for
improvement to target cycle time
• Identify the Target Work Unit Staffing
• Calculate Daily PI
• Create a plan to maintain an active Standard Work & Takt
Time Production program.
140
SW001
Standard Work
Report Out 6 Deliverables
Exercise 6 Report Out
Report Out
# 6
Work Unit Implementation Plan
IMPLEMENTATION OBJECTIVES:
Begin immediately; Involve Work Unit Operators
Capture Before Condition Calculations
Select Key Measurables for B.O.S.
Identify Areas of Greatest Opportunity
Activities Week 1:
Activities Week 2:
Activities Week 3:
Present Work Unit Implementation
Plan ( 4 week plan )
Activities Week 4:
Key Support People:
Form No. 8
141
Exercise 6 Report Out
SW001
Standard Work
Work Unit Implementation Plan
IMPLEMENTATION OBJECTIVES:
Begin immediately ; Involve Operators Select Key
Measurables
Capture Before Condition Calculations
Identify Areas of Greatest Opportunity
Activities Week 1 :
Activities Week 2 :
Activities Week 3 :
Activities Week 4 :
Key Support People:
142
SW001
Standard Work
Before and After Continuous Improvement Record
ITEM
BEFORE
AFTER
WIP
% UPTIME
THRU-PUT TIME
MACHINE CYCLE TIME
PROCESS STEPS
PIECES PER MAN-HOUR
% REWORK
% SCRAP
CUSTOMER PPM
% FTSY
MT / TAKT %
PART FLOW DISTANCE
WAIT / TAKT %
OTHERS
143
SW001
Standard Work
Five Key Factors for
Lean Enterprise Success
1. A Strategic Vision
2. Strong Line Management
3. Expert Training and Support
4. Aggressive Performance Targets
5. Impatience
144