StandardizedWork-Overview

1、1,Standardized Work Training ModuleOverviewAlcoa Operations Management Consulting,2,Learning Objectives:,Understand standardized work as an essential element in the continuous improvement process Understand the definition and use of standardized work as an enabler to ABS Be able to create and improv

2、e standardized work in a work area,3,Agenda,Overview Connection to business case and system design Why and how it is used Implementation challenges Technical Basics Four work categories Three work elements Completing Standardized Work Forms list Process to complete Example Summary Appendix Blank For

3、ms,4,The Toyota Production System,GOALS: Best Quality Lowest Cost Shortest Lead Time KEY IS: Thorough Elimination of Waste,JUST-IN-TIME,AUTONOMATION (“Jidoka”),Continuous Flow Pull System Takt Time,Machines Stop and notify of Abnormalities Separate Mans work however, when there is a crisis everyone

4、pays attention to the job.,14,Emotional Issues,Fear of the unknown: Will I “succeed”? Here is the work you need to do; here is how you will get help Fear of injustice: Will I be asked to do more than others? Here is the balanced work that is expected of everyone Fear of lost status: Will I diminish

5、my significance if I share my successful methods? Here is the reward for sharing your ideas - professional growth allow them to evolve into the process owners Do cascaded training from the business leaders through to the operators Build up peoples skills in standardized work carefully: lecture, clas

6、s room simulation, simple shop floor example, target area Make assurances that no one will be laid off due to improvements Start solving simple problems that build good will with the people on the floor Have a disciplined check process that involves leaders at all levels Be creative in rewards and r

7、ecognitions for good work,17,Work Categories,Work Types Cycle Work Work steps repeated for every unit of production Periodic Work Work steps that do not repeat every unit of production, but occur with some frequency, e.g. 1 out of every 10 parts Upset Conditions Fluctuation Variance in the cycle or

8、periodic work performed compared to the standard (caused by problems with work motions and methods internal to their work design) Abnormal Event When production is stopped; caused by problems external to the work design No material Machine Breakdown No tool,18,Cycle Work,Cycle Work,19,Periodic Work,

9、20,Fluctuations,21,Abnormal Event,1,ShearStar,FormCircle,Color,Heat,Abnormal Event,Shear bearing failure; maintenance called to replace,20,22,The 3 Elements of Standardized Work,Takt Time Work Sequence Standard in-process stock,23,Takt Time,24,Work Sequence,Is the effective sequence or flow of work

10、elements in which people over a specified time transform raw materials into finished parts “refers to the sequence of operations, or the order of operations in which a worker processes items: transporting them, mounting them on machines, removing them from machines, and so on” Ohno,25,Standard In-pr

11、ocess Stock,Minimum amount of stock in a process so work can be performed in the same sequence Enables the separation of the person from a machine Allows smooth work flow between operators within a process cycle,26,No Standard In-process Stock,27,Standard In-process Stock,28,Standardized Work Forms

12、and Supporting Information,Standardized Work Forms Production Capacity Sheet Work Combination Table Work Chart Supporting Information Observation Sheet Balance Table Cycle Work and Periodic Work Analysis Forms Problem/Countermeasure List Improvement Results Chart,29,Flow to Developing Standardized W

13、ork,Implementation,30,Example for completing forms,Saw/Sand Operation,31,The Observation Sheet,What Form to record current condition of work: content, sequence, time, location, outcome of work steps Tool to note wastes, problems, and capture improvement ideas Analysis tool to begin calculations for

14、Standardized Work Why See what people actually dodo we really know what they do? Teach how to be a skilled observer: see wastes clearly Notes Observation is a critical skill that requires training and practice Non-stable cycles require more extensive data analysis and a different observation sheet i

15、s used,32,33,Balance Chart,What Form to graphically show the amount of work operators have relative to each other and to takt time Why Balance each operators manual work to takt time Design respectable work Not over producing product that is not wanted Not under-utilizing talents Keeping amount of w

16、ork equitable between operators Not overburdening operator Understand nature of operators work: Cycle versus Periodic Assess level of instability: cycle fluctuations Measure effectiveness of layout: amount of walking Notes Machine time not included on balance chart except when operator must be at ma

17、chine (e.g. holding part or monitoring machine for problems while it is running),34,35,Standardized Work Combination Table,What Chart that shows interaction between people, machine cycle times and takt time Why Show the interaction between operator work and machine cycle Balance each operators work

18、cycle to takt time Provide a sense of pace to an operators work Assist in the design of an optimal work sequence Establish a “best practice” work standard to measure actual performance to and initiate problem solving Notes Types of wait time: Waiting for a machine to finish Waiting within a step for

19、 another resource (another operator, material, tools, etc) Waiting because there isnt anything to do Sequence versus Location based,36,37,Standardized Work Chart,What Chart that shows the physical movement of operators Contains references for safety, quality checks and other critical items Indicates

20、 amount of standard in-process stock required Why Shows where the location of work should occur Helps to design sequence of work and cell layout for minimal motion and conveyance Notes Avoid two operators crossing paths when designing work: facilitates dividing work up for catch up or Takt Time Chan

21、ges,38,39,Production Capacity Sheet,What Used in processes that incorporate machinery to determine production capacities Why Assessment for ability of machining process to meet customer demand machine capacity versus takt time Identifies constraint operation,40,Prod. Time/Day:_,41,Problem/Countermeasure Sheet,What Form to capture problems, improvement ideas, value, and e