standard work training
TRANSCRIPT
Operator Standard Work
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
A prescribed sequence of work steps Assigned to a single person Balanced to the Takt time
What is Standard Work?
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
Takt time Work Sequence Cycle time Standard Work In Process
Standard Work Elements
Pace Output to Takt Time
Takt Time =
Customer Requirements / Period
Net Operating Time / Period
Ultimate Objective
Processing Rate = Customer Demand Rate = Takt time
TAKT Time ExampleManufacturing 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/shiftCustomer 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
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’
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
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’
Open mail/log order
Check order info Schedule order Check credit terms Check/release 0
5
10
15
20
25
30
Operator Cycle Time vs. Takt Time
Takt Time
Before Kaizen
No. Operators = _______________ = __________ = Sum of OCT
Takt Time 25’
= 55’
2.2 3
Min
utes
Operators
B C D EA
Balance OCT to Takt Time
Operator 1 Operator 20
5
10
15
20
25
30
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
Min
utes
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
How do we utilize the extra time created for the operator?
Operator Sequence for DrillingOCT = 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”
Auto
0ProcessOperator
SequenceMCT
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
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New Concept
•The Standard Work Instruction is
written for the Trainer
not the student!!!!
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Standard Work Sheets
Standard work instructions are broken down into 3 events
1. Major Steps2. Key Points3. Reasons
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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
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.
• 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)
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
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 !!
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What is a Key Point ?
Key Points are skills learned through experience• Make or break the job• Injure the worker• Easier to do
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
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.
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
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
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.
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.
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Reasons
Why list reasons?• Brings out the importance of the
key points• Helps to remember the key points
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.
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 KPWrite its Reason.
5. Continue until done.
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%.
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.
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Wrong way – tell me why ?
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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
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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
38
39
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
TAKT TIME / CYCLE TIME BAR CHART
= =OCT
T / T
Number of
Operators
Required
Operators
Tim
e
Part/Process Name:
TAKT TIME / CYCLE TIME BAR CHART
BEFORE KAIZEN
OCT
T / T
= =
No. of
Operators
(Initial Target)
Operations
Tim
e
AFTER KAIZEN
OCT
T / T
= =
No. of
Operators
(Actual)
Operations
Tim
e
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)
=+
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
ManualAutomaticWaitingWalking
STANDARD WORKfor
__________________________________________________________
DATE:
PART NAME / #:WORK SEQUENCE: of
TAKT TIME:
Quality Safety Standard # Pieces Takt Time Operator CycleCheck Precaution WIP WIP Time
STANDARD WORK LAYOUT
STANDARD WORK LAYOUT
Operation From: Date:
Sequence To: Part Name/#:
Quality Check Safety Precaution Standard WIP # Pieces WIP Takt Time Oper Cycle Time