Standard Work Making the “new way” become the standard way Prepared by: Raution Jaiswal & Michael Anderson
A simple written description of the safest, highest quality, and most efficient way known to perform a particular process or task The only acceptable way to do the process it describes Expected to be continually improved Includes the amount of time needed for each task Reduces variation, increases consistency Needed in all work areas What is Standard Work? When correctly applied, standard work will not only sustain kaizen improvements, but also expose and eliminate previously unseen waste.
Standard Work Standard work supports the lean system of continuously improving capacities and efficiencies by defining 5 critical elements for every person doing the work. • The customer demand • The most efficient work routine (steps) • The cycle times required to complete work elements • All process quality checks required to minimize defects/errors • The exact amount of work in process required
Steps for Creating Standard Work • Define the extent of the process for which you are creating standard work (e.g. starts at… ends at…) • Standard work for each function in a multi-function process • People doing the same job will use the same standard work • The end point will be the starting point for the next standard work sequence
Steps for Creating Standard Work • Determine the appropriate standard work requirements: • Title • Work area • Author • Revision date • Takt time, cycle time • Work sequence • Approvals • Document location and ownership
Steps for Creating Standard Work • Gather the required information: Whenever information is collected for standard work, it is important to search for best practices. Observing multiple people doing the same work is a good way to let everyone see how much variation there is from unit to unit and from person to person. • Create the standard work documents: Now that you have gathered the required information, you are ready to create the standard work document (s).
Steps for Creating Standard Work • Train the supervisor on the standard work: This is an essential step. The supervisor is the owner of the standard work and must understand it perfectly and train others to do it perfectly. • Train the employees to do the standard work: Once trained, each employee must be able to demonstrate their ability to perform the standard work perfectly.
Steps for Creating Standard Work • Run the process and observe the results: Once standard work has been created and everyone is trained, it is time to start the process and make observations. This is the time to look for improvements. Look for: • Training needs • Inadequate processes • Waste in any of the 7 forms
Steps for Creating Standard Work • Make adjustments and modifications to the standard work: Standard work should be a document subject to change; however, a process should be implemented for making changes to the standard work. Revision levels should be recorded each time standard work is changed and old standard work should be filed for future reference.
Steps for Creating Standard Work • DO: • Keep standard work simple • Make it accessible • Include all info on one, easy-to-read document • Create one standard work document for each part of the process • Always look for ways to improve the process • DON’T: • Put standard work in a desk drawer • Change processes without changing standard work • Make standard work difficult to change • Give up on standard work – it can be tough, but it’s very important
Role of the Supervisor The supervisor must ask the following 4 questions for every person who will perform standard work: • Do you understand why you must follow the standard work? • Are you willing to follow the standard work? • What are the consequences for choosing not to follow standard work? • What is the process for changing standard work? The supervisor must approve all changes to the standard work and ensure that all employees are fully trained at the time the new standard work implemented.
Spaghetti Chart • Spaghetti Chartis used to detail the actual physical flow and distances involved in a work process. Processes that have not been streamlined frequently are poorly laid out with work/product taking a path through the work area that looks like a mass of cooked spaghetti. • To create a spaghetti chart you: • Create a scale map of a work station or work process • Draw a line from the initial point of work to the next step • Continue until the work/product exits the work area • Examination of this resulting chart will show where improvements are to be made