What is standard work lean

what is standard work lean

What is Standard Work?

Aug 15,  · Standard Work in Lean Manufacturing Defined. In Lean Manufacturing, standardized work is a means of establishing precise procedures to make products in the safest, easiest, and most effective way based on current technologies. Standardized work is one of the principles of Lean Manufacturing. It requires three elements. Definition of Standard Work: Detailed definition of the most efficient method to produce a product (or perform a service) at a balanced flow to achieve a desired output rate. It breaks down the work into elements, which are sequenced, organized and repeatedly followed. Each step in the process should be defined and must be performed repeatedly in the same manner.

Standardized work is an essential element of lean manufacturing. Plus, free free to check out our online lean manufacturing training options. Standardized work is the name given in lean manufacturing for documenting the steps of a job task and the sequence in which those should be performed.

You can think of standardized work as defining who does the task, when they do it, and how they do it. The documentation of standardized work should be done in a collaborative process with people who actually do the job task as part of their job as well as others—including perhaps engineers and supervisors. Once the how to become a dvd distributor process of completing a task has been documented as standardized work, the standard process should be taught to employees including new employees and the process should be followed on the job.

Takt time is the rate at which you have to complete products to meet customer demand. To determine takt time, simply take your available production time and divide that by the number of units your customers demand.

Document the steps of the job task. This is often done using something called a standard work chart. Document expectations for your work-in-progress inventory. Remember that in lean, the goal is to reduce your inventory, as inventory is considered a form of waste download our free 7 Wastes of Lean infographic for more on lean and waste. Once the idea for the improvement is accepted, the standard work document is updated and the change is communicated to people who need to know.

A classic way to do this is to use the PDCA cycle plan-do-check-act. Before you leave, be sure to download our free Five Principles of Lean Manufacturing infographic! Download this free infographic explaining the five principles of lean manufacturing as listed in the book The Machine that Changed the World.

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Standardized work is one of the most powerful but least used lean tools. By documenting the current best practice, standardized work forms the baseline for kaizen or continuous improvement. As the standard is improved, the new standard becomes the baseline for further improvements, and so on. Improving standardized work is a never-ending process. Basically, standardized work consists of .

There is much confusion about Standard Work. This makes sense — there actually quite a debate about what is standard work.

Another camp, and the more prevalent one where I come from and remember, I came from Toyota , is simple: Standard Work are literally the steps one needs to walk in order to complete a process. In fact, to illustrate my point, I created a simple simulation showing the importance of Standard Work. Very simple. You can learn more about the 3 key worksheets of Standard Work. There are other variations too — one is Leader Standard Work , which I wrote an article about.

Now, standard work is an important topic that applies to any industry or process. Standard work is also one of the principles within the lean management body of knowledge that can cause the most confusion. In this first module, we are going to start things off with the topic of standardization. Standardization means setting a standard as well as bringing a condition into conformance with that standard.

Now, there are three steps to the standardization cycle. First, we must determine or identify a standard. Next, once we know what the standard is, we must ensure everyone in the organization understands what the standard is, while also committing to following the standard. Third, we must check to see that the standard is reasonable, fair, and can be followed while also finding ways to improve the standard. In fact, standards must be continuously updated and improved.

In fact, most of us live with and benefit from standardization in our daily lives. A good example of standardization is the red stop sign. Its shape and color are familiar to people all over the world, making it possible for anyone to know what to do when they see the sign. Standards of this type are set by traffic laws to serve the higher purpose of keeping people safe.

These types of standards are adjusted or improved when people realize that the location or position of the sign needs to be moved in order to become more visible.

Additionally, in some cases the stop sign can be eliminated and replaced with a roundabout as is very common throughout the world, such as the UK and throughout Europe. Next, there are many benefits of standardization, no matter if you work in an office, hospital, or factory. Additionally, practicing standardization reduces cost, increases productivity, stabilizes delivery times, eliminates waste, simplifies processes, improves morale with fair and objective standards and creates the basis for continuous improvement.

Additionally, standardization develops people through problem solving. Along these lines, another important aspect of standardization is that standards are meant to be improved. In other words, standards are not handcuffs like some mistake them to be. Instead, standards are the starting point for continuous improvement. Now to wrap this first module up, I would like to leave you with some thoughts and questions to ponder.

And if you happen to be watching this video as a group, feel free to discuss these questions together. All right. Well, this wraps up this first module. Throughout the rest of this course, we are going to go on a deep and thorough journey of standard work, including how it applies to high volume, mixed model, and everyday activities. Now, in our next module, we are going to get things started with an introduction to the three main types of standard work. Here is another video on Leader Standard Work which you might enjoy:.

It depends upon that master. Is there a complete control? That kind of a relationship that we…those were common a few hundred years ago, that never really left Toyota. Again, we tend to think in terms of simple cause and effect.

Somebody gives us standard work to perform to learn to be a leader. Usually, the standardized work involves [inaudible ] and asking some questions and making some observations. In reality, the leader standardized work is a good concept.

The lower you go, the more of your job is routine. They can be trained in a lot of detail about how to respond when [inaudible ]. What happens when the light goes on?

The team member simply pulls the cord. He is done. He is called attention to the problem. What do you do? Again, you can be trained in that in a fairly routine way, even though every situation that you face on the line will be different.

What happens if the team member made a quality error? How do you judge when you need to allow the line to actually stop versus when you can pull the cord a second time and solve the problem while the car is moving down the line? For example, is the truck wrench within the acceptable range? You come early as a team leader and everything should be set up right so that when the line starts, everything is ready to go.

The group leader is a first line supervisor. So what do we mean by leader standardized work? Male Speaker 1: Right, and then the white —The team leaders in the white because the team leader is really not a formal manager.

These are just rough numbers, that they would have that 80 percent of the work would be quite standard and machine. He looks at a board, he knows exactly what the situation is at a glance, and he can start thinking about his move. He knows different kinds of moves and different strategies for this situation. Just at a glance. The novice has to work at every single piece and try to figure out all the different ways the opponents can move.

The master chess player has a lot of templates and routines in a set. But if you would try to write all those down, which some people do, it would take hundreds of pages and maybe not even worth doing. They have something that they have been focusing on. What is Lean? What is Heijunka?

What is Andon cord? What is Poka Yoke? What is Kaizen? What is One Piece Flow? What is Kanban? What is Pull versus Push? What is Just in Time? What is SMED? What is a Toyota A3 Report? What is 5S? What is Shop Floor Management? What is Kata? What is Lean Leadership? What is Respect for People? What is the 5 Whys? What is Takt Time? What is Gemba? What is Genchi Genbutsu? What is Standard Work? What is Plan-Do-Check-Act? What is Value Stream Mapping?

What is Visual Management? What is Mura, Muri, Muda? What is Jidoka? What is Hoshin Kanri? What is Lean Startup? What is a Water Spider?

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