Standardized Processes and Procedures

1. Standardized Processes and Procedures

2. 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

3. Work Standards Philosophy Low Unit Cost Performance Measures Unit Cost, Earned Hours, Absorption Principle Improve Individual Efficiencies Strategy Standard Costing and Standard Hours Tools Computer Systems (MRP), Time Clocks, Reports Method Time Studies, Work Standards Reason Verify Employee Performance to Standard Control Method Management reviews, reports, adjusts standards Effect Encourage behaviors that increase Non-Value Added activities

4. Standardized Work Philosophy Waste Elimination Performance Measures Total system cost, quality, and delivery Principle Eliminate Variation Strategy Develop consistent process capability Tools Standard work Documents, Andon Method Standardized Work and Procedures Reason Able to determine normal from abnormal Control Method Visual controls, planned And automatic audits Effect Abnormal conditions can be corrected quickly, return to best method

5. 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

6. 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.

7. 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

8. 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

9. 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.

10. Visual Controls Support Standardization Standardize Make Standard Visible Correct Deviation Clear and Understandable Able to verify Adherence to Standard Report Deviation Discover Deviation

11. Zone Control Takt Time Zone 1 Zone 2 Zone 3 Check Progress Check Progress Check Progress

12. Example

13. Example

14. Standardized Work Combination Table

15. Cycle Balance Chart

16. Stop to Fix Problems

17. 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!!!

18. Never Stop the Line Philosophy Low Unit Cost Performance Measures Run rates, Line output Principle Increase producction by never stopping the line Strategy Control Quality though inspectionand Containment Tools Repair station, six-sigma, SPC Method Correct the problems “off-line” Reason Stopping the line prevents “hitting the numbers” Control Method Added layers ofinspection Effect Reluctance to identify problems andsolutions are not explored

19. Get Quality Right the First Time Philosophy Waste Elimination Principle Get quality right the first time Performance Measures Total system cost, quality, and delivery Strategy Stop to fix problems. Never knowinglypass defect to next process Tools Standard work Documents, Andon Method Fixed position stop and support structure Reason Increase urgency to identify and correctproblems, challenge people to think Control Method Visual controls, planned And automatic audits Effect Motivation to identify and solve problems. Long-term strengthening

20. 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

21. 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)

22. Questions?