Transcript Standardized Operations.ppt

Standardized
WASTE
perations
Purpose of
Standardized Operations
• Establish a baseline for Continuous Improvement
• Reduce the variation within tasks in a process
• Ensure operators are consistently performing the same
tasks and procedures
• Identify what tasks are value added
• Set up the process to satisfy the Customer’s
requirements, (TAKT), no more, no less
Standardized Operations
• Basis of a “lean” organization
• Efficient production sequence
• Foundation for
- Waste reduction
- Problem solving
- Quality control
“Standardization is the road to continual
improvement.”
W. E. Deming, July 15, 1992
Standardized Operations
Two Key Concepts
• Standard Operations
– “Do it the same every time”
• Line Balancing
– Every operation takes the same amount of time to
produce one part based on customer requirements
Can you have a balanced line without
Standardized Operations?
Can you have Standardized Operations
without a balanced line?
Is the goal a balanced line?
Is the goal Standardized Operations?
Standardized Operations
Definition:
Operations safely carried out with all tasks organized in
the best known sequence, and by using the most effective
combination of resources:
• People
• Materials
• Methods
• Machines
Standardized Operations
Relationship to Variation
High
V
a
r
i
a
t
i
o
n
Low
Standardization
High
There Can Be
No Continuous Improvement
Where There Is
No Standardization
Standardized Operations
Necessary Conditions
• Consistent and repeated operations
• Work operations should be adjusted for human
ease and effectiveness (based on human motion)
• All equipment and resources kept in good condition
to maintain a high quality product
Standardized Operations
Benefits:
• Organizes job elements into a smooth sequence
• Improves physical layout to support individual
• Provides process control and reduces build variation
• Provides a training tool for new employees
• Offers information in an easily understood format
• Prompts level production
• Improves safety
• Improves communication and understanding
• Establishes a base for Continuous Improvement
Standardized Operations
The Process
Standardized Operations
Customer
Cycle Time
Work
Sequence
Standard
Work-in-Process
Standardized Operations
Basic elements:
• Standard work-in-process:
– Minimum amount of work-in-process necessary
to maintain a smooth operation
• Work sequence:
– Employee's sequence of work
– Same order of work every time
• Customer cycle time:
– Time it should take to complete a process based
on customer demand
Customer Cycle Time = Time available
Quantity required
Standard Work-in-Process
The standard work-in-process is the minimum running stock to
be kept at the work station so work can be performed
repeatedly, in the same sequence and with the same
movements, while following the standardized work sequence.
Standardized work-in-process is very important because it can
have an effect on maintaining quality, workability, and safety.
Standard Work-in-Process
Basic Rules
• Automatic operations require standard work-in-process stock
to enable the worker to be separated from the automatic
machine cycle.
• The number of standard work-in-process stock may be
determined by standard tote quantities, if one piece flow does
not exist.
Standard Work-in-Process
Condition
Example
Process 1
(Automatic)
Automatic Operation
Operator moving same
direction as product flow
2
Standard in-Process Stock
Process 2
(Automatic)
3
RM
FG
1
4
Process 1
(Manual)
Manual Operation
Operator moving same
direction as product flow
2
Process 2
(Manual)
3
RM
FG
1
3
Process 2
(Automatic)
2 pieces each station
(one piece in each machine
one piece by each machine)
2
RM
FG
4
1
Process 1
(Manual)
Manual Operation
Operator moving
opposite direction of
product flow
Zero
(work piece is carried,
manual work done at each
machine)
4
Process 1
(Automatic)
Automatic Operation
Operator moving
opposite direction of
product flow
1 piece each station
(one piece in each machine)
3
Process 2
(Manual)
1 piece each station
(one piece by each machine)
2
RM
FG
4
1
Work Sequence
Refers to the sequence of activities that each
worker performs to complete one cycle time.
When the work sequence is carefully followed:
• Workers produce quality goods / services in the
most efficient way
• The chance of equipment damage or other major
problems will be minimized
• No steps will be forgotten
• Multi-skilled workers are required
Standardized Operations
Motion Analysis: A Waste Elimination Tool
PrePosition
Release
Reach
Hold
Search
Position
Grasp
Move
Standardized Operations
Motion Analysis: A Waste Elimination Tool
PrePosition
Options to Consider
Reach
Options to Consider
• Holding device, suspend tools
• Rotating fixture, guide
• Stacking device
• Reduce distances
Standardized Operations
Motion Analysis: A Waste Elimination Tool
Search
Options to Consider
• Articles properly identified
• Better layout, transparent containers
• Pre-position tools and parts
Grasp
Options to Consider
•
•
•
•
•
More than one part at a time
Use vacuum, magnet
Lip on front of bin, contact grasp
Pre-position tools on swinging bracket
Have previous operator pre-position parts/tools
Standardized Operations
Motion Analysis: A Waste Elimination Tool
Move
Options to Consider
• Eliminate or shorten
• Gravity chute, conveyor vs. hand
• Eliminate sharp direction change
Position
Options to Consider
•
•
•
•
•
Use guide, funnel, stop, pilot, bushing
Countersink holes, locating pin
Pilot, recess, or chamfer
Can tolerance be changed?
Can template be used?
Standardized Operations
Motion Analysis: A Waste Elimination Tool
Hold
Options to Consider
• Use vise, pin, rack, clip, vacuum, hook
• Magnetic device, friction
• Twin holding fixture
Release
Options to Consider
•
•
•
•
Make it in transit
Use mechanical ejector
Release multiple units
At end of release, are hands
in best position for the next element?
Customer Cycle Time
Customer cycle time is the time which should be taken to
produce a part or assembly based on customer demand.
This time is sometimes also referred to as “takt time”.
Customer cycle time is calculated as follows:
Customer
Cycle Time
=
Total net operating time per shift or day
x 60
Total customer(s) requirements needed
per shift or day
Example:
Customer
480 min./shift
Cycle Time
- 20 min AM break
- 20 min PM break
440 min. net operating time per shift
=
440
1000
= .44 x 60 = 26.4 sec/part
Operation Cycle Time
• Machine Time
– Measure cycle time of machine
• Operator Cycle Time
– Watch operator, noting all movements, with
distances, forces and ease of operation
– Use Standard Time Data books to look up times
– Chart data onto wall, separating work elements that
are transferable
– Compare total Operation Cycle Time to Customer
Cycle Time
WALKING TIME TABLE
No. of
Steps
Feet
Seconds
Minutes
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
2.5
5.0
7.5
10.0
12.5
15.0
17.5
20.0
22.5
25.0
27.5
30.0
32.5
35.0
37.5
40.0
42.5
0.6
1.2
1.8
2.4
3.0
3.6
4.2
4.8
5.4
6.0
6.6
7.2
7.8
8.4
9.0
9.6
10.2
.01
.02
.03
.04
.05
.06
.07
.08
.09
.10
.11
.12
.13
.14
.15
.16
.17
Operation Cycle Time Chart
Customer
Cycle Time
Time
Operator A
Operator B
Operator C
Customer Cycle Time Provides a
Standard for Improvement
Delay in operation
Standard
Waiting
Customer
Cycle Time
Needs for
Improvements
Operator
Cycle Time
Operator “A”
Operator “B”
Customer Cycle Time > Operator Cycle Time = Overproduction / Waiting
Customer Cycle Time < Operator Cycle Time = Underproduction / Delay
Customer Cycle Time = Operator Cycle Time = IDEAL
Standardized Operations
This chart displays the observed cycle time for all
operations connected to a specific process, in relation
to the customer cycle time.
Customer Cycle Time
----------------------------------------------------------------6
4
3
2
4
5
6
4
5
3
3
2
4
3
3
2
2
2
1
1
1
A
B
C
1
1
D
E
Standardized Operations
The traditional approach to process balancing:
Customer Cycle Time
-----------------------------------------------------------------
A
B
C
D
E
Standardized Operations
A better approach to process balancing:
Customer Cycle Time
-----------------------------------------------------------------
A
B
C
D
E
55 / 75
55 Minutes per hour
75% Value Added Content
Ways to help achieve 55 / 75
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Communication
Training
Standardized Operations
Work rules
Job rotation
Zero ergonomic stresses
Error proofing
Proper layout design
Proper part presentation
Synchronous devices
Tool trays
Part dispensers
Aprons
Man-machine integration
Standardized Operations
are required
to sustain
55 / 75
Standardized Operations
Work Forms - Next Steps
Combine all the information and a layout of the worksite onto
the worksheet and layout form as documentation of the
process.
• Record the three essential standards (customer cycle time, work
sequence and standard work-in-process)
• Quality checks, safety warning symbols and other key information
necessary to carry out the operation
• Display the sheet on station, in the most understandable format
• Use as a training tool for new operators
Standardized Operations Worksheet And Layout
OPERATION:
STEP
NO.
WORK ELEMENT
FROM:________________________
QUANTITY PER SHIFT:______________
CUSTOMER CYCLE TIME:__________________
TO: __________________________
SHIFT:________
OPERATOR CYCLE TIME:__________________
ELEMENT TIME
HAND WORK
MACHINE
WALK
STANDARD INPROCESS STOCK
Q
QUALITY
CHECK
C
WORKSTATION AREA DRAWN TO SCALE
TOTAL
CRITICAL
OPERATION
SAFETY
Standardized Operations Worksheet And Layout
OPERATION:
430
QUANTITY PER SHIFT:______________
Fixture
FROM:___________________________
Motor mount
Shoot bolts
TO: _____________________________
STANDARD IN-
ELEMENT TIME
STEP
NO.
WORK ELEMENT
HAND WORK
1
Get fixture, bolt, clip motor mount, & walk to car
6
2
Set motor mount with fixture
4
3
Install clip, route harness, remove wire
17
4
Walk to rack, get gun and return to car
2
5
Shoot motor mount
3
6
Walk to get “L” gun, 2 bolts, and return to car
4
7
Shoot 2 bolts, walk to rack
5
8
Start next car
MACHINE
60 sec.
CUSTOMER CYCLE TIME:__________________
1
SHIFT:________
PROCESS STOCK
WALK
Q
51 sec.
OPERATOR CYCLE TIME:__________________
QUALITY
CHECK
CRITICAL
C
SAFETY
OPERATION
3
1
1
100
MATERIAL RACK
200
100
1.5
1.5
2
1
6
8
4
2
3
VEHICLE
WORKSTATION AREA DRAWN TO SCALE
TOTAL
41
0
10
5
C
7
10
Standardized Operations Worksheet & Layout
Operation
Front Desk Clerk
Step
No.
Work Element
1
2
3
4
5
6
7
8
9
10
Greet patient
Ask patient to sign in
Collect insurance card
Copy insurance card
Return card to patient
Answer phone
Give directions to clinic
Look for pt. record in files
Look for pt. record in files
Look for pt. record in files
11
12
13
14
15
16
17
18
19
20
21
Answer phone
Give directions to clinic
Look for pt. record in files
Look for pt. record in files
Pull file card
Verify pt. name & #
Retrieve pt. record
Call tx area to notify pt in
Escort pt. to 2nd sign-in
Fax insurance info
Sort & assemble pt. info.
TOTAL
From:___________________ Quantity per shift:_____________
To: _____________________
Shift:___________
Element Time
Hand
.25
.25
.50
.25
Machine
.25 .25
.25
.25
.50
29
Quality check
C
Critical operation
Safety
Copier
3
6
8
.25
Q
19
.25
.50
3.75
4
.50
.25
2
Standard in-process
stock
Walk
Customer cycle time:__________________
Operator cycle time:__________________
4
Files
Files
Files
14
H
17
13
A
.25
.25
.25
.25
L
Files
.25
.25 .50
.25 .50
.25 .50
2.5 4
16
10
W
Files
Files
A
.25
.25
.25
Card
File
15
L
9
Y
2
1
18
3
Files
8
Front Desk
6
11
12
20
Fax
21
5
7
Workstation area drawn to scale
Standardized Operations
Continuous Improvement
Standardize
Improve
Expose Problem
Solve Problem