© Operational Excellence Consulting. All rights reserved.
Standard
Work
Create, Stabilize, Improve

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Learning Objectives
1. Understand the characteristics of standards in
a Lean production system
2. Identify the key benefits and applications of
standards and standard work
3. Acquire knowledge of standard work concepts,
process and documentation to create stable
and repeatable processes to maximize
performance and minimize waste
Copyrights of all the pictures used in this presentation are held by their respective owners.

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Contents
1. Introduction
2. Standardization
3. Standards
4. Standard Work
5. Implementing & Sustaining Standard Work
6. Improving Standard Work
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please
visit: http://www.oeconsulting.com.sg

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What Is Standard Work?
 Standard work establishes the best and most
reliable methods and sequences for each
process and each worker
Materials
and parts
MeasurementsPeopleMethodsMachines
(equipment)
Feed in
materials
Ship to customers

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What Standard Work IS NOT
 ISO 9001, cGMP or other regulatory standards
 Static – once and for all – documentation of how
to do a job
 Restrictive – like a soldier’s “rules of
engagement”
 A process which stifles creativity and innovation
 Created by leaders for operators or frontline staff

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Where Did Standard Work Originate?
 Standard work methods were developed by
Taiichi Ohno and Shigeo Shingo at Toyota
during the 1950’s and 1960’s
Taiichi Ohno Shigeo Shingo

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Standard Work Creates Stability &
Consistency in a Lean Production System
Stability
Heijunka Standardized Work Kaizen
Just-In-Time
• Continuous flow
• Takt time
• Pull system
• Flexible workforce
Jidoka
• Separate man &
machine work
• Abnormality
Identification
• Poka yoke
• Visual Control
Goals:
highest quality,
lowest cost, shortest lead times
Involvement

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Standard Work Assures Quality &
Prevents Defects From Happening
Process Capability
Standard
DefectsDefects

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“Where there is
no standard,
there can be no
Kaizen.”
Taiichi Ohno
Toyota Motor Company

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Standard Work Forms the Baseline for
Continuous Improvement
Kaizen
Standardization
S
DC
A
P
DC
A
Kaizen
Standardization
S
DC
A
P
DC
A

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Benefits of Standard Work
 Clarifies the process
 Documents the best way to do a job
 Ensures operating consistency
 Expedites employee training
 Provides the baseline for improvement

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The Framework of Standardization
The practice of setting,
communicating, following, and
improving standards and
standard work
A rule or example that
provides clear
explanations
A set of work procedures
that establish the best and
most reliable methods and
sequences for each process
and each worker
Standardization
Standard Work
Standards

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What is Standardization?
Standardization is the practice of setting,
communicating, following, and improving standards
 A standard provides the baseline upon which to measure
the results of continuous improvement activities
 If better results are obtained with the improved process,
then the standard can be changed
 The process of continually improving the standards is
the path to reliable methods
 Everyone must practice the standard consistently before
standardization truly exists

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Standardization is the Way to
Sustain the Gains
Present
state
Future
state
Without
standardization, all
my improvements will
roll back with time…
STANDARDIZATION
Standardization is a tool that will ensure
your improvements will be sustained.

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Ladder of Standardization
6. Improvement of management methods: Information
5. Standardization of objects: Materials
4. Building standards into equipment: Production equipment,
computers, etc.
3. Standards for jigs, tools and alarm devices: Measurement
2. Standards manuals to clarify work sequences: Methods
1. Procedures explained by veteran workers: People
Step-by-step
progress to
higher levels of
standardization
Direction of improvement

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Standard Work Overview
3 Requirements
3 Elements
3 Forms
Actual Standard
Work in TPS
• Repetitive cyclical work
• High process and part quality
• Low equipment downtime
• Process capacity table
• Standardized work combination chart
• Standardize work chart
• Takt time
• Work sequence
• Standard work-in-process
Definition: A document centered around human motion that
combines the elements of a job into the most effective sequence
without waste to achieve the most efficient level of production.
If these forms and conditions are not met then it is not true
standard work. The task is probably best suited by some
form of work instruction or other standard.

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JOB BREAKDOWN SHEET
Operation :
Parts :
Tools & Materials :
Safety Equipment :
MAJOR STEPS KEY POINTS
What: A logical segment of
the operation when
something happens to
advance the work
How: Anything in a step that
might —
1. Make or break the job
2. Injure the worker
3. Make the work easier
1.
2.
3.
4.
Job Instruction
• Primary method for training
in Toyota
• Only a small part of the
basic teaching pattern in
Job Instruction training
• Is a simple tool for the
trainer to organize his or her
thoughts – it is not for the
learner
• Requires skill in learning
how to 1) Prepare, 2)
Present, 3) Try out, and 4)
Follow up in instruction

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Standard
Pig
Game

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The Lack of Standards Creates
Waste and Frustrations
Which dial turns on the burner?
Which is the right plug?

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No Standards in the Early Days

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Ireland
Morocco
Laos
China BrazilThailand
Canada
Today, the “Stop” Sign is Standardized

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A Good Standard Should be Visual
A cross-training
matrix provides
visibility on the
current training
status of the team
Firefighting equipment, eye wash
stations, first aid stations, safety
showers, and other safety equipment
should be clearly marked with signage
to help employees easily locate them
throughout the facility.
Color-coded disposal
container station
ensures the right
waste is disposed into
the right container
John Mark Sue Jim
Pack Table Restocking X X X
Supply Shelf Restocking X X X
Handling Incompletes X
Equipment Maintenance X
File Organizing X X X X
Visual Charts X X X
Cleaning X X X X

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A Good Standard Should Identify
Normal vs. Abnormal Condition
Adding a simple gauge label
enables any employee to easily
detect abnormalities at a glance
and at a distance. Without the
label, only a trained inspector
would know if the temperature or
pressure setting is correct.
Drive tension guides help
operators inspect for proper
tension on the drive system. Using
red and green color blocks, these
visuals indicate when a chain or
belt needs to be tightened or
replaced.
Placing a green and red striped
label behind the oil sight tube
helps operators quickly detect
when oil levels are too high or
too low.

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A Good Standard Should Coordinate
Work Visual work
instructions at the
work station help
the operator to
perform the steps in
the right sequence
Labels on the
machine help the
operator to loop the
tape in the right
positions
TWI Job Instruction pocket card helps
the trainer to coach new hires/operators
systematically (see Appendix for more
information on the TWI program)

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Types of Standards
 Regulations
 Quality Standards
 Specifications
 Technical Standards
 Process Standards
 Manuals
 Notices
 Memos

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Three Steps to Establish Standards
1. Create the
standard
2. Stabilize the
standard
3. Improve the
standard

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Standard Work
Make it the only way:
• No alternatives left
Warning:
• Warns for abnormalities
Showing:
• One-point-lesson
• Visual information
Reading:
• Manuals
• Procedures
• instructions
Fail-safe
Visual
control tools
Visual
aids
Procedures, Instructions
and Manuals
The Compliance Pyramid

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Six Characteristics of Standard Work
Complete
ClearCorrect
Concise
CurrentCommunicated
Characteristics
of Standard
Work

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Three Elements of Standard Work
Takt Time
Standard
Work
Sequence
Standard
Work-In-
Process
Inventory

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Takt Time
Amount of production time per shift
number of products needed by the customer per shift
Amount of time to produce one product
7.5 hrs/shift x 60 minutes/hr x 60 seconds/min.
450 products needed by customer/shift
27,000 seconds/shift
450 products
60 seconds Takt Time
Example :
=
=
=
=
=

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Standard Work Sequence
 Line Balancing - How to evenly distribute work in a cell
so that Takt time can be met
A B C D E
Step A1
Step B1
Step A2
Step B2
Step A3
Step B3
Step C1
Step C2
Step C3
Step C4
Step C5
Step E1
Step E2
Step E3
Step E4
Step E5
Step D1
Step D2
Step D3
Step D4
Step D5
Operators
Takt Time ( 60 sec )
Step A4
10
20
30
40
50
60
0
A B C D E
Step A1
Step B1
Step A2
Step B2
Step A3
Step B3
Step A4 Step C1
Step C2
Step C3
Step C4
Step C5
Step E1
Step E3
Step E4
Step E5
Step D1
Step D2
Step D3
Step D4
Step D5
Operators
Takt Time ( 60 sec )
Step E2
10
20
30
40
50
60
0
Before
Line
Balancing
After
Line
Balancing

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Four Steps to Standard Work
1. Create a Process Capacity Table
2. Create a Standard Operations Combination
Chart
3. Create a Work Methods Chart
4. Create a Standard Work Chart

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About
Operational Excellence
Consulting

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About Operational Excellence
Consulting
 Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
 The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
 OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

© Operational Excellence Consulting. All rights reserved.
To download this presentation,
please visit us at:
www.oeconsulting.com.sg
END OF PARTIAL PREVIEW