2. Outline
What is Standard Work?
Elements of Standard Work
Standard Work and Job Instruction Training
• Steps, Key Points, and Reasons
Forms and Templates
This Week’s Assignments
• Audit all SW in your department
• Make any required revisions
• Retrain (JIT) operators on any revised SW
3. A prescribed sequence of work steps
Assigned to a single person
Balanced to the Takt time
What is Standard Work?
4. Why is Standard Work important?
To minimize and control the variation in:
• output
• quality
• W-I-P
• cost
Where there is no standard there can be no Kaizen
5. Takt time
Work Sequence
Cycle time
Standard Work In Process
Standard Work Elements
6. Pace Output to Takt Time
Takt Time =
Customer Requirements / Period
Net Operating Time / Period
Ultimate Objective
Processing Rate = Customer Demand Rate = Takt time
7. TAKT Time Example
Manufacturing Process
Net Available Operating Time: One shift @8 hours = 480’
Breaks: 2 @ 15 minutes = - 30’
Clean-Up @ 15 minutes = - 15’
Lunch @ 35 minutes = - 35’
Net operating time/shift
Customer Requirements: Orders/month = 23,000
No. working days/month = 20
Customer req./day =
T / T =
Net Operating Time / day x 60 x 3
Customer Requirements / day
For a 3 shift day: T / T = 62” / part
= =
400
1150
400
1150
62.6
8. TAKT Time Example
Net Available Operating Time:
Customer Requirements: Orders per month = 360
No. working days/month = 20
Orders/day =
T / T =
Net Operating Time / day
Orders / day
T / T = 25’ / order
= =
18
450’
18
25’
Order Entry Process
One day @ 8.5 hours = 510’
Lunch: 30 minutes = - 30’
Breaks: 2 @ 15 minutes = - 30’
Net operating time/day =
450’
9. Operator Cycle Time
Understanding Operator Cycle Time is essential to understanding and
balancing the work content
Operator Cycle Time (OCT): The total time required for an operator
to complete one cycle of an operation
• includes all operator tasks including walking, data entry, checking, reviewing,
approving, e-mailing, etc.
• Should NOT include any waiting time
10. Order Entry Example
Operator Process Description OCT
A Open mail and log order 6’
B Check order info (price, quantity) 11’
C Schedule order 28’
D Check credit terms 5’
E Check and release to manufacturing 5’
11. 0
5
10
15
20
25
30
Open mail/log order Check order info Schedule order Check credit terms Check/release
Operator Cycle Time vs. Takt Time
Takt Time
Before Kaizen
No. Operators = _______________ = __________ =
Sum of OCT
Takt Time 25’
=
55’
2.2 3
Minutes
Operators
B C D EA
12. Balance OCT to Takt Time
0
5
10
15
20
25
30
Operator 1 Operator 2
Takt Time
After Kaizen
• Eliminated operator cycle time waste through Kaizen improvement
activities (i.e., non-value added activities)
• Distributed tasks to two full time people
• Balanced work load
Minutes
13. Time Observation Form
to observe the process and break it into smaller elements
to establish the best-repeatable elapsed time per element
TAKT Time / Cycle Time Bar Chart
to identify over-/under-producing processes
to determine required staffing level
to aid in work redistribution/balancing
Process Capacity Table
to determine if machines have sufficient capacity
identify equipment bottlenecks
Standard Work Combination Sheet
to record standard work sequence
to train new operators
visually demonstrates best currently known combination of operator and machine
Standard Work Layout
to train new operators
to record actual layout and flow
Tools for Standard Work and Kaizen
14. How do we utilize the extra time created for the operator?
Operator Sequence for
Drilling OCT = 50”
MCT = 50”
Unload Work piece
Load / Start
Feed / Hold Workpiece
Legend: MCT = Machine Cycle Time
OCT = Operator Cycle Time
Unload Work piece
Load / Start
Auto Cycle
OCT = 30”
MCT = 50”
Incorporate auto feed, stop, and
return functions into machine
cycle . . .
OCT = 15”
MCT = 40”
Load / Start
Auto Cycle
Incorporate auto unload
function into machine cycle . . .
20”
15”
15”
15”
15”
20”
Auto
15”
25”
Auto
Separation of Human Work from Machine
Work
15. 15”
Auto
0Process
Operator
Sequence MCT
Cut-Off Load/Start
Mill Unload
Load/Start
Drill Load/Start
Ream Load/Start
25”
40”
40”
25”
OCT = 50”
10”
5”
10” 25”
Auto
15” 25”
Auto
10”15”
Auto
Operator adds more value in the same amount of time
Takt Time = 50”
Multi-Process Handling Operator
17. Standard Work Sheets
Standard work instructions are broken down into 3
events
1.Major Steps
2.Key Points
3.Reasons
17
18. What is a step ?
An Important step is a logical
segment of an operation that
advances the Work
• Four steps to finding Important Steps
• Start doing the job slowly and meticulously
• Ask yourself at each stage “has the job advanced?
• If So question what you have just done
• If so write it down
18
19. Basics of Major Steps (What)
• A Step is a fixed amount of work.
• It should have a defined start and stop.
• A Step is something you can teach - appropriate length.
• As you complete a step, you advance the job in some way.
• It should always be performed the same way.
• Steps can stand alone, but they can also be further subdivided.
Your ability to describe a job in terms of Major Steps
is an important skill for creating Job Breakdown sheets.
20. • Tighten screws
• Attach flange
• Apply gasket to vent
• Set part on table
• Install bracket
• Assemble part A to B
• Trim flash
• Pack part
• Inspect front face
Typical Major Steps
• Pick up 3 screws from the bin
(too detailed)
• Assemble all parts (too broad)
• Weld part (too general)
• Hold window in left hand, trim
with right hand, be careful of
razor. (Multiple steps &
combines key points)
• Trim P/N 38172 leaving no more
than 1/32 in. of flash
(Major Step and Key Point)
Poor Major Steps
Examples of Major Steps(What)
21. Identify the Major Steps
1. Gather all the tools and materials
to perform the job.
2. Actually perform the first natural
work step of the job… then STOP!
3. Ask yourself, “What did I do? How
would I describe it?”
4. Write down the first Major Step.
5. Perform the next natural work
step… STOP!
6. Continue in this way until you have
identified all the Major Steps
22. CAUTION !!
1. DO NOT try to write the Major
Step, its Key Points, and
reasons all at one go.
2. This order of preparation will
incline you instruct in this way.
3. You will tend to present Major
Steps, Key Points, & Reasons all
mixed together in a
conversational style.
4. This both overloads and
confuses the student.
Wrong order of
development !!
23. What is a Key Point ?
Key Points are skills learned
through experience
• Make or break the job
• Injure the worker
• Easier to do
23
24. Importance of Key Points (How)
Key Points are what people really need to know in
order to successfully complete the job task.
The single greatest determinant of a successful training
outcome (employee can learn the job quickly and
perform with no injuries and with minimal problems) is
the ability to identify and convey CRITICAL Key Point
information
25. Is it a Key Point or not??
• Key question to ask yourself as
you analyze each major step:
“Is there a certain way this major step should
be done to prevent defects or injuries, or to
make the job easier or more efficient?”
• If it is not essential that the step be done a
certain way it is not a key point.
26. Examples of Key Points
Number of entries per screen
Number of screens
Distance from surface and rate of travel for spraying
operation
Amount of overlap in spray pattern
Alignment of part in machine
Tolerances, gaps, lengths, over hang etc.
Number of movements, posture, other ergonomic
factors
Techniques used to maintain proper pace
27. MAJOR STEPS
• Logical segments
of work
• Tell “What” to do
• Not overly descriptive
• Verb / Object
KEY POINTS
• Provides description
• Tell “How” to do it
• Conveys special info.
– Safety
– Quality
– Technique
– Cost
A key skill in preparing a Job Breakdown Sheet is
the ability to identify Major Steps and Key Points.
Major Steps vs. Key Points
28. Now develop the Key Points
1. Perform the first Major Step… STOP!
2. Ask yourself, “Is there a certain way
this major step should be done to
prevent defects or injuries, or to make
the job easier or more efficient?”
3. Write down the Key Point.
4. Ask yourself, “Are there any other Key
Points for this step?”
5. Continue until all KPs for that step
have been identified.
6. THEN (and only then) proceed to the
next Major Step.
29. CAUTION !!
1. Remember, not every Major
Step needs a Key Point.
2. If certain things are simple
enough or obvious enough
as you demonstrate the job,
they SHOULD NOT be a key
point.
3. KPs generally are there for
Safety, Quality, Technique, or
Cost.
31. Why does this matter anyway?
The Key Points will help identify HOW to be successful
The Reasons help people understand WHY the step is
important as well as the consequence of doing their
work incorrectly. They give people a reason to care.
Remember- If there is no good reason, there is no good
Key Point.
32. Now list the Reasons
1. Again Perform the first Major
Step… STOP!
2. Consider the Key Point.
3. Write the Reason for each
Key Point.
4. Proceed to the next MS;
Consider each KP
Write its Reason.
5. Continue until done.
33. Simplify and word-smith
1. This time “Test Drive” your JBS.
2. Perform each Major Step as listed.
3. Can it be simplified? How can you
reduce the number of words? (Try
to use simple, natural language)
4. Can Major Steps be combined,
simplified, or eliminated?
5. Typically (unless you are already
very experienced) you can reduce
the number of words by 25-30%.
34. Ready to Go!!
1. Preparing a JBS in this
fashion sets a pattern in your
mind of how to teach.
2. Following the JI method as
you instruct will be much
easier.
3. MS / KP / Reasons will be
clearly separated and easier
for you to teach and your
student to understand.
36. Standard Work Sheets
The work instruction is written with the
intent to teach not to handoff
• Used for auditing the process
• Used for Continuous Improvement
36
37. Forms
SW Audit Card
Standard Work Template
Job Breakdown Sheet
Time Observation Form
Takt Time/Cycle Time Bar Chart
Process Capacity Table
Standard Work Combination Sheet
Standard Work Layout
37
40. Time Observation Form
- Individual step time
- Running time
Process: Observer: Date:
Step Operation Element 1 2 3 4 5 6 7 8 9 10 11 12 Task Time Remarks
1
2
3
4
5
6
7
8
9
10
Time for one cycle
41. TAKT TIME / CYCLE TIME BAR CHART
= =
OCT
T / T
Number of
Operators
Required
Operators
Time
Part/Process Name:
42. TAKT TIME / CYCLE TIME BAR CHART
BEFORE KAIZEN
OCT
T / T
= =
No. of
Operators
(Initial Target)
Operations
Time
AFTER KAIZEN
OCT
T / T
= =
No. of
Operators
(Actual)
Operations
Time
43. PROCESS CAPACITY TABLE
Date:
Max. Output/Shift:
N. O. T./Shift (I): Cust. Demand/Shift:
Part Name: Part #:
Base Time Tool Change Time
Step
#
Process
Description
Machine
#
Walk
Time
Manual
Time
A
Auto Time
(MAT)
B
Mach. Cycle
Time (MCT)
C=A+B
# Pcs
per Chg
D
Time to
Change
E
Time
per Pc.
F=E/D
Total
Time
G=C+F
Comments
Totals
Total
Capacity
H=I/G
Walk + Manual = Total Operator Cycle Time (OCT)
=+
44. IMPLEMENTED _______________
(DATE)
Step Work Content Manual Auto Walk
# Description Time Time Time
Takt Total Total Total
Time Manual Walking Waiting
FORM REV. 1
DATE: 12/14/98
Masco Corporation : MascoTech,Inc. All rights reserved.
904010 20 30 8050 60 70
Work content Graph ( 1 sec/division)
STANDARD WORK COMBINATION
Manual
Automatic
Waiting
Walking
STANDARD WORK
for
__________________________________________________________
DATE:
PART NAME / #:
WORK SEQUENCE: of
TAKT TIME:
Quality Safety Standard # Pieces Takt Time Operator Cycle
Check Precaution WIP WIP Time
STANDARD WORK LAYOUT
45. STANDARD WORK LAYOUT
Operation From: Date:
Sequence To: Part Name/#:
Quality Check Safety Precaution Standard WIP # Pieces WIP Takt Time Oper Cycle Time
