Standardized Processes and Procedures
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Transcript of Standardized Processes and Procedures
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Standardized Processes and
Procedures
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Standardization 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
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Work StandardsPhilosophyLow Unit Cost
PrincipleImprove Individual Efficiencies
StrategyStandard Costing and Standard Hours
MethodTime Studies, Work Standards
ReasonVerify Employee Performance to Standard
EffectEncourage behaviors that increase Non-Value Added activities
Performance MeasuresUnit Cost, EarnedHours, Absorption
ToolsComputer Systems(MRP), Time Clocks, Reports
Control MethodManagement reviews, reports, adjustsstandards
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Standardized WorkPhilosophyWaste Elimination
PrincipleEliminate Variation
StrategyDevelop consistent process capability
MethodStandardized Work and Procedures
ReasonAble to determine normal from abnormal
EffectAbnormal conditions can be correctedquickly, return to best method
Performance MeasuresTotal system cost, quality, and delivery
ToolsStandard work Documents, Andon
Control MethodVisual controls, plannedAnd automatic audits
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Principles 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
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Clarifying 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.
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Quality, 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
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Standard 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
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Other 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.
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Visual Controls Support Standardization
Standardize
Able to verify Adherence to Standard
Discover Deviation
CorrectDeviation
ReportDeviation
Clear and Understandable
Make StandardVisible
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Zone Control
Check Prog
ress
Check Prog
ress
Check Prog
ress
Zone 1 Zone 3Zone 2
Takt Time
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Work Step Work Time Walk Time
1. Pick up A bracket
1 2
2. Load fixture 6 2
3. Pick up B bracket
1 3
4. Load fixture 5 3
5. Pick up side support
1 1
6. Load fixture 3 2
7. Pick up stiffener 1 2
8. Load fixture 8 2
9. Pick up brace 1 3
10. Load fixture 5 3
Total Seconds 32 22
Example
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Example
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Standardized Work Combination Table
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Cycle Balance Chart
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Stop to Fix Problems
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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!!!
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Never Stop the LinePhilosophyLow Unit Cost
PrincipleIncrease producction by
never stopping the line
StrategyControl Quality though inspection
and Containment
MethodCorrect the problems “off-line”
ReasonStopping the line prevents “hitting the numbers”
EffectReluctance to identify problems and
solutions are not explored
Performance MeasuresRun rates, Line output
ToolsRepair station, six-
sigma, SPC
Control MethodAdded layers of
inspection
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Get Quality Right the First TimePhilosophy
Waste Elimination
PrincipleGet quality right the first time
StrategyStop to fix problems. Never knowingly
pass defect to next process
MethodFixed position stop and
support structure
ReasonIncrease urgency to identify and correct
problems, challenge people to think
EffectMotivation to identify and solve problems.Long-term strengthening
Performance MeasuresTotal system cost, quality, and delivery
ToolsStandard work Documents, Andon
Control MethodVisual controls, plannedAnd automatic audits
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Basics 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
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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)
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Questions?