1 SW001 Standard Work Standard Work Workshop. 2 SW001 Standard Work Agenda Time Topic/Activity Day 1 8:00 AMOpening 8:05 AMIntroduction 8:15 AMModule.

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Standard Work Workshop

Standard Work Workshop

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AgendaAgenda

Time Topic/Activity Day 1

8:00 AM Opening 8:05 AM Introduction 8:15 AM Module 1 Continuous Improvement

Approach (15) 8:35 AM Module 2 Standardization (19) 9:00 AM Break 9:15 AM Exercise 1 – Break-out Observe

Video & Do Line Layout10:15 AM Report-outs10:35 AM Module 3 Standard Work (36)11:15 AM Exercise 2 – Video Data Collection (Takt Time,

Target Cycle Time, Machine Times/Capacity,Manual time, Walk Time, Wait Time, & ActualCycle Time

12:00 PM Lunch12:45 PM Break-out Continues 1:45 PM Report-outs 2:15 PM Module 4 Standard Work Tools (39) 3:00 PM Exercise 3 – Break-out (SWCT, Staffing Bar

Graph & Staffing Chart 4:30 PM Report-outs 5:00 PM Adjourn

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AgendaAgendaTime Topic/Activity

Day 2 8:00 AM Introduction Day 2 8:15 AM Module 5 Product Mix (14) 8:30 AM Exercise 4 Break-out (Visit Line, Observe,

Takt Time, Target Cycle Time, Manual/MachineTime, Walk/Wait Time & SWCT

12:00 PM Lunch12:45 PM Module 6 Improvement Activity Form (5) 1:00 PM Exercise 5 – Break-out 1:45 PM Break 2:00 PM Module 7 Implementation (10) 2:15 PM Exercise 6 – Break-out 3:00 PM Report-outs 4:00 PM Adjourn

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Standard Work WorkshopStandard Work Workshop

NameYears ServiceCurrent Position

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Points To Be RevisitedPoints To Be RevisitedDefinition: Question Or Subject That Will Be Addressed At A Later Time

Point Is Scheduled To Be Covered Later In The Workshop

Additional Time Is Needed To Clarify Point

Additional Research Is Needed (We Don't Know)

Point Is Beyond Scope Of Workshop (Subsequent Investigation Is Needed)

Ensure That Unresolved Issues & Questions Are Addressed

Instructor Determines When A Point Needs To Be Revisited

Participant Writes Point On Wall Chart

Criteria:

Purpose:

Method:

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Definition:

An Obstacle Is Anything That Impedes Or Prevents The Implementation Of Continuous Improvement Tools

Purpose:

Ensure That Obstacles Are Raised And Addressed (On Last Day)

Method:

Participant Writes Obstacles On Wall Chart At Any Time

ObstaclesObstacles

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Module 1Continuous Improvement

Approach

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Definition of Continuous ImprovementDefinition of Continuous Improvement

• Continuous Improvement simply means:

• Improving every aspect of every activity every day - forever

• Think of continuous improvement as a journey rather than a destination

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Introduction to Continuous Improvement


• Implementation of the AM Performance System has helped AM become much more competitive

• However, the vehicle OE and replacement marketplaces have become more difficult every year

• To continue to keep and grow business, we have no choice but to improve

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• This is not a new program - Continuous Improvement is an integral part of AM Performance System

• Continuous Improvement is a part of “people supportive practices”, one of the 14 AMr Performance System points

• provides new skills to employees, empowering them to design and improve their own work

• by standardizing on a new method, it gives people the ability to reduce variation

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• Standardization is really just a systematic and disciplined approach to doing things

• We will be using the same skills for supplier development

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Introduction to Continuous ImprovementIntroduction to Continuous Improvement

Why Standardize?

“Variability is the breeding ground ofdefects, and of high costs.”

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AM invests in trainingAM Empowers Employees

–Design their own work

–Rearrange their work place

Employees follow THEIR plan–Do work according to plan

–Same way every time

Shared Plan

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• Manufacturing performance is like physical conditioning - you can go only one of two directions

• you can relax and get out of shape

• you can improve continuously and stay truly competitive

• Continuous Improvement develops standardized ways of doing things:

• you cannot do it right the first time without a standard

• every standard and every measure cries out for a better way and better performance - getting in better shape

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Continuous Improvement is needed:Continuous Improvement is needed:• Increased competition

• Customer demands for lower prices

• Expectations for higher quality

• Changing technologies

• Need for more employee control of workplace

• Need for improved participation and self-direction

• Wider base of knowledge

• Safer, better workplace

• Zero accidents

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Work Unit 20 KeysWork Unit 20 KeysLevel Key #10 - Work Standards

1 A few standardized work procedures are in place in the work unit.

2 Team members are familiar with formal work instruction sheets. A few activities have been analyzed by team members. At least 50% of team members have been trained in Standard Work.

3 Standard work patterns have been developed by team members. All team members are following standard work patterns. Takt Time and Target Cycle Time have been established for the work unit. Labor utilization graphs or other visual tools are displayed to show balance and work distribution of team members. At least 75% of team members have been trained in Standard Work.

4 All activities in the work unit have been analyzed with Standard Work Charts (SWC). Standards have been established and used for all team member training. Efforts to reduce unnecessary motion and waiting in the work unit are documented. Balanced work plans have been established for all part numbers and/or families within the work unit. Work patterns for +/- 1 team member have been developed. 100% of team members have been trained in Standard Work.

5 Standard work patterns are established for new processes and products prior to release for production to the work unit. All unnecessary motion and waiting in the work unit have been eliminated. Team members are involved in making adjustments to labor utilization levels, based on customer requirements.

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Workshop GoalsWorkshop Goals

• Understand Continuous Improvement Steps

• Standardized work

• Takt time

Work as a team

Have fun!!

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9 Continuous Improvement Process Steps


1. Observe current method

2. Document current method

3. Identify improvements (steps to eliminate)

4. Implement improvements

5. Validate quality and productivity of new method

6. Standardize new method

7. Document “Before” and “After” conditions

8. Recognize achievements

9. Look for next improvement

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Continuous Improvement is an integral part of AM Performance System


• Achieving World Class certification is of no benefit if the performance cannot be maintained

• There are only two choices

• deteriorating performance or

• CONTINUOUS IMPROVEMENT !!!!!!!!!!!!

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To achieve World Class levels, we must excel at continuously improving processes and work methods in every work unit, in every business group, at every facility, and at every supplier. Every day


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• Ergonomics

• Standard Work

• Balance Boards

• Measurements

Our focus will be on the following tools:

Standard Work & Takt Time Production Tools.

Standard Work &

Takt Time Production

Tools

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Module 2Standardization

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Standard operations apply to:Standard operations apply to:

• Working efficiently without wasteful motions

• Achieving line balancing among all processes in terms of production timing

• The minimum quantity of work-in-process

• Standardization - the best way

• Standardization - eliminating variation

• Standardization - the same sequence and method each time

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Standard operations apply to:Standard operations apply to:

• Standardization makes it easy to see and check operational problems

• Standardization ensures that the results will be predictable and repeatable

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Standardization Results in the following improvements:

Standardization Results in the following improvements:

• Safety

• Quality

• Efficiency

• Productivity

Standard Work

Safety

Quality

Efficiency

Productivity

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• Standardization is a key to improving

• The standard method must be established and should be regarded as a “good” method

• But the standard method is only “good” - not “best”. Each method challenges us for a better way

• Continuously improved

• “The best way has not yet been found”

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The 8 Types of WasteThe 8 Types of Waste

• Overproduction

• Correction

• Material Movement/Transportation

• Excess Processing

• Inventory

• Waiting

• Motion

• Lack of Employee Involvement

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Some Causes of WasteSome Causes of Waste

• Incapable processes

• Engineering changes without process changes

• Lack of Customer input concerning requirements

• Inconsistent work methods

• Excessive variation

• Incapable suppliers

• Lack of communication

• Long changeovers

• Inconsistent schedules

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Standard MovementsStandard Movements

Standardization of work movement that

supports our goals of: • Safety

• Quality

• Efficiency

• Productivity Safety & Quality

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Safety and Ergonomics Safety and Ergonomics

• Make safety and ergonomics a number one concern when making improvements in the workplace

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3 Work Movement Goals3 Work Movement Goals

1. Reduce the number of basic movements

2. Make work movements easier

3. Improve the quality of movement

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Standard MovementsStandard Movements

• Look at feet and leg movements

• Look at hand and arm movements

• Look at the part

• Look at the worker’s eyes

• Improve the quality of movement

• Use both hands

• Eliminate wasted movements

• Make the work rhythmical

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Work Movements ChecklistWork Movements Checklist

Job: Line: Process: Worker: Date:_ ____________

Check Item How often Problem Movement Improvement

Are the arms stretched out too far?

Size Are the arms moving above the heart level?

of Is there any bending at the waist?

Movement Are there any sudden rotations?

Is there any stretching (on tiptoe) or bending down?

Movement Is the right or left hand not being used?

of Are both arms stretched farther than twice the distance

Both between shoulders?

hands Are hands moving alternately rather than simultaneously?

(waiting) Are things transferred from one hand to the other?

Do the hands cross?

Are up, down, forward, backward, left, right motions too

Wasted large for movement to the next position?

Movement Start buttons in line with the flow of hand movements?

Are parts stored in line with the flow of hand to hand movements?

Are both hands not used while the worker is walking?

Making Does the worker stop and stand?

the Work Is the part automatically unloaded or done by worker?

Rhythmical Can the part be loaded with one touch? (simplified loading)

Is there continued holding of part at the finish?

Finishing Can the worker load and unload the part in one try?

Point Can the worker move to the next process right away?

Can the worker pick up the part for the next process right away?

Preparations for the next task completed while working?

O T H E RAverage Cycle Time Before: _______ seconds. No. times cycle measured: Average Cycle Time After: ________ seconds

Form No. 5-A

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AM Performance System Workplace ImprovementsAM Performance System Workplace Improvements

• Safety and Ergonomics

• Small containers

• Minimal material handling

• Job rotation to minimize repetitive motions

• “Poka Yoke” pinch points (error proofing)

• Minimize bending/reaching

• Eliminate contamination (leaks, smoke, flash)

• Clean workplaces

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Improvements Cont.Improvements Cont.

• “U” shaped work unit• Eliminates isolated islands• Integrates processes• Reduces transport and handling of parts• Enhances teamwork• Increases visibility• Enhances cross training• Permits flex-manning• Improves safety• Reduces inventory

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Work SequenceWork Sequence

• Sequence of activities that each operator performs to complete one cycle

• Does not necessarily represent the part routing

• Requires multi-skilled workers

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14

56

98

7 Operator #2

Operator#1

RawMaterials

FinishedGoods

RawMaterials

FinishedGoods

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Improvements Cont.Improvements Cont.

• Minimize/Eliminate In-line Inventory• One piece pull• Kanban signals

• Value Added/Non-Value Added Analysis• Eliminate non-value added activities

• Moving material• Inspection• Waiting• Unnecessary activities

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Report Out 1 DeliverablesReport Out 1 Deliverables

1- Complete the Standard Work Chart

Report Out# 1

Watch the video tape to complete this exercise

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STANDARDIZED WORK CHARTPart No.

Part Name

Line # of Members Takt Time Target Cycle Time StandardIn-ProcessStock

Date

MemberManual

TimeWalkTime

WaitTime

TotalCycleTime

Auto Time Manual Time

DailyCustomerDemand

Shifts

Bottleneck

Scheduled Breaks/Day

Allowances/day forTarget Cycle Time

WALK PATHWITH PART

WALK PATHWITHOUT PART

StandardIn-ProcessStock

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Part Name


Date

MemberManual

TimeWalkTime

WaitTime

TotalCycleTime


DailyCustomerDemand

Shifts

Bottleneck



# 1

I

E

C

# 2

3

2

S.I.P.S.

Standard Work Example

A

S.I.P.S.

H GG

BB DD

FF

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Module 3Standardized Work

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Standardized WorkStandardized Work

Clearly visible production and people supported

activities that are standardized to reduce process

variation and match customer needs

• Synchronized flow• Simplified practices• Consistent methods• Applying better ideas• Leveled work loads

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First Shift

Second Shift

Third Shift

Traditional: Standardized:High Variability Consistency, Control

Clearly visible production and people supported activities that are Standardized to reduce process variation and match Customer needs

First Shift

Second Shift

Third Shift

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Who Knows More About What You Do ??

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YOU DO !!

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Whose Idea Will You Try First ??

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Leveled ProductionLeveled Production

In the production work site generally, the bigger the

fluctuations either in part flow or production

quantity the greater the waste

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Continuous Flow ProcessingContinuous Flow Processing

The ideal, ultimately, is to achieve leveled,

sequential production without accumulation

of parts within a process or between processes

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• Optimum conditions for standardized work:

• Up-Time

• Repetitive operations

• Uniform work quality

• Level Schedule

• Capable Processes

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• Terms to know:• Takt time• Target cycle time• Actual cycle time• Manual time• Walk time• Wait time• Unassigned time• Machine cycle time

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• Takt Time:

The amount of time required to produce one piece of the customer demand

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• Takt Time Calculation:

Available Daily Operating Time (Seconds)

Total Average Daily Production Requirements (Pieces)

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Takt Time Calculation Example:

Work Unit 3000 (Two shift operation)Customer demand = 1504 / per dayAvailable work time = 16 hours = 960 min/dayLess 4 breaks per day @ 10 min. each = 40 minTotal Available Time = 920 min

920 minutes X 60 seconds = 55,200 seconds

Takt Time = 55,200sec / 1504 units = 36.7 secondsWe need to net 1 unit every 36.7 seconds

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Standardized WorkStandardized WorkTakt Time Calculation Example:

Work Unit 3000 (Two shift operation)Customer demand = 1100 / per dayAvailable work time = 16 hours = 960 min/dayLess 4 breaks per day @ 10 min each = 40 minTotal Available Time = 920 min

920 minutes X 60 seconds = 55,200 seconds

Takt Time = 55,200sec / 1100 units = 50.2 secondsWe need to net 1 unit every 50.2 seconds

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Takt Time Calculation Exercise:

Work Unit 3000 (Two shift operation) 2 - 10’ breaks/shift4 Week Customer Requirements: Week 1 = 6000 units

Week 2 = 5800 units

Week 3 = 6200 units

Week 4 = 6000 units

Takt Time = ?

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Takt Time Calculation Exercise:

Work Unit 3000 (Two shift operation) 2 - 10’ breaks/shift

4 Week Customer Requirements: 24,000/20 days = 1200

2 x 8 hrs. = 16 hrs. x 60’ = 960’ - 40’ breaks = 920’

920’ x 60” = 55,200”

Takt Time = 55,200”/1200 = 46”


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Target Cycle TimeTarget Cycle Time

Target Cycle Time = Takt Time - Special Allowances

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Target Cycle Time may include planned, repetitive operations

- Examples of Special Allowances Team Meetings Preventive Maintenance Changeover

Target Cycle Time

Planned, repetitive allowances will be determined by each Business Group

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Changeover time should be continuously improved

Building a flat allowance is wrong

Initial time built-in must be improved

Target Cycle Time

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Target Cycle Time ExampleTarget Cycle Time Example

Production Requirement: 1504 parts per day

P.M. 15 minutes X 2 shifts = 30 min.EI Meeting 12 minutes X 2 shifts = 24 min.

54 min.54 minutes X 60 seconds = 3240 seconds

3240/ 1504 = 2.15 seconds lost for Special Allowances

Target Cycle Time = 36.7(Takt) – 2.15(SPA) = 34.55 sec.

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Target Cycle Time ExampleTarget Cycle Time Example

Production Requirement: 1100 parts per day

P. M. 15 minutes X 2 shifts = 30 min.EI Meeting 12 minutes X 2 shifts = 24 min.


3240 / 1100 = 2.95 seconds lost for Special Allowances

Target Cycle Time = 50.2(Takt) – 2.95(SPA) = 47.25 sec.

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Target Cycle Time ExerciseTarget Cycle Time Exercise

Production Requirement: 1200 parts per dayTakt Time = 46”


54 min.Target Cycle Time = ?

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Target Cycle Time ExerciseTarget Cycle Time Exercise

Production Requirement: 1200 parts per dayTakt Time = 46”



3240 / 1200 = 2.7 seconds lost for Special Allowances

Target Cycle Time = 46(Takt) – 2.7(SPA) = 43.3 sec.

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Actual Cycle Time =

Manual time + Walk Time + Wait Time

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Actual Cycle Time = Manual time +Walk time +Wait time

Longest operator’s actual cycle time tells us how many parts the cell is capable of running

Actual Cycle Time is the time it takes an operator to complete one cycle of his/her standard work

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Manual Time:

The time required for an operator to perform the physical tasks for one cycle of operation (Inspecting, loading / unloading, and gauging)

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Walk Time:

The time required for the physical movement from one point to another, with or without a part

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Wait Time:

The time the operator waits while the machine completes its function

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• Unassigned Time

The difference between your actualcycle time and your target cycle time

Standardized Work

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Machine Cycle Time:

The time required by a machine to complete one cycle of operation

*Machine cycle time may also be referred to as Auto Time

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Target Work Unit StaffingTarget Work Unit Staffing

# Of Members = Total Manual Time+ Total Walk Time Target Cycle Time

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Operation Name Date:

1 2 3 4 5 Element Times

# Elements H L Comments

Form #: 3-A

1 Tubing to bender .9 1 1.1 1 1

2 Walk to bender 2.0 2.0 2.0 2.0 2.0

3 Load bender 2.5 2.4 2.4 2.5 2.5

4 Bender cycles 37.5 38 38 37.5 38

5 Unload bender 2.5 2.3 2.6 2.5 2.5

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SEQ. PROCESS NAME

ASSET

NUMBERMANUAL

TIME

MACHINE

TIME

AUXILIARYTIMES

TOTAL

TIME

PROCESS

CAPACITYCOMMENTS

Standardized Production Capacity Sheet

Totals

1 Tubing to bender2

3

4

5

6

7

Bender

Sizer

Inlet welding operation

Outlet welding operation

Leak test / gauge, etc.

Finished Goods

1

5

6

6

6

6

1

0

38

7

35

30

10

0

234567

234561

023456

234569

234555

31

1

43

13

41

36

16

1

641

673

2123

1725

766

Date

Cell #Part#

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1- Standard Work Chart

2- Exercise #2 Report Out

Report Out# 2


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Part Name


Date

MemberManual

TimeWalkTime

WaitTime

TotalCycleTime


DailyCustomerDemand

Shifts

Bottleneck



Manual Time

5 4 3

2

76

110

S.I.P.S.S.I.P.S.

2

3

1

5

2

66 6

0 1

30

6 0

18 7

38

Auto Time

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Form No. 2

Exercise 2 Report Out( Video Exercise )

Takt Time: ________________

Target Cycle Time: ________________

Longest Machine Cycle Time: ________________

Machine Capacity vs Customer Requirement

____________ vs ____________

Total Work Unit Manual Time: ________________

Total Work Unit Walk Time: ________________

Total Work Unit Wait Time: ________________

Target Work Unit Staffing: ________________

Longest Operator Actual Cycle Time: ________________

Longest Operator Actual Cycle Time vs Target Cycle Time

____________ vs ____________

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Module 4Standardize Work Tools

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Standardized Work Tools Standardized Work Tools

• Standardized Work Analysis

• Labor Requirements

• S W C T - Standardized Work Combination Table

• Staffing Graph

• Balance Board

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FinishedGoods


Part Name


Date

MemberManual

TimeWalkTime

WaitTime

TotalCycleTime

ABC


DailyCustomerDemand

30” 28.6”4

Shifts 2

4440 1840

08/30/99CC3330Exhaust Assembly

Bottleneck

Scheduled Breaks/Day 40’

Allowances/day forTarget Cycle Time 42.9’

D

9”

6”9”8”

12”

27”6”

3”

2”

12”8” 19”8” 20”

3”

14”

OrbitalWelder Spinner Stuffer

StampPress

Loc

kse

amer

Fla

re P

ress

A

D

B

C1

1

11

22

22

3

3

3

3

4

4

4

5

2”

2”

2”2”

2” 2”1”

5”

4”

1”

1” 2” 1”

1”

1”

3”

26”

1”

10”

3”1” 3”2”

BenderSizerCutoff

Hea

ds

Gu

ts

Ste

el

Tubes

3”

3”

1 1

1

1”1”3”

2”

3”

3”

3”

2”

3”1”2”

3”1” 21”

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SW001

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Standardized Work Combination TableStandardized Work Combination Table

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Part No.: Cell:: Standardized Work Volume

Target Cycle Takt Time

Manual Walk

Part Name: Date: Combination Table Auto Wait

Manual Auto Wait Red Vertical Line Takt Time; Long Vertical Black Line Target Cycle Time; Short Vertical Black Line Actual Cycle Time

No. Process Name Time Time Time WalkTime

Totals Actual Cycle Time =

1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1

2

3

Oper.

A

Unload Bender

Cut Tube

Size Tube

4 Stage Tube

5Pick Tube andLoad Bender

5 10 15 20 25 30

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Manual Walk




Totals 12 26 6 Actual Cycle Time =27"9

1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

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Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

84

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

85

SW001

Standard Work



Manual Walk




Totals 12 26 6 Actual Cycle Time = 27"9

1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

86

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload BenderCut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

87

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

88

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"

1"2

2"3

2"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

89

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

90

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

91

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

92

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

93

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

94

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

95

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube

5 Pick Tube andLoad Bender

2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

96

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

97

SW001

Standard Work



Manual Walk





1840 28.6" 30"

EX4444

Exhaust Ass'y

4444

08/30/99

1 1"1"

22"

32"

Oper.

A

Unload Bender

Cut Tube 3"

Size Tube 3"

4 Stage Tube


2"

2"

5 10 15 20 25 30

26" 6"

2"

3"

98

SW001

Standard Work

Part No.: Line: Standardized Work Volume


Manual Walk


Manual Auto Wait Red Line = Takt Time, Black Line = Target Cycle Time, Short Black Line = Actual Cycle Time



1840 28.6" 30"

PIPE396

Tail Pipe

4440

08/30/99

1 1"1"

22"

3

Oper.

B

Load & Act. Flare Press

Pick steel

3"Stamp steel

1"

4

Load Lockseamer

1"

5

Unload Lockseamer

2"1"

4"

5 10 15 20 25 30

3"3"

99

SW001

Standard Work



Manual Walk





1840 28.6" 30"

PIPE396

Tail Pipe

4440

08/30/99

1 1"1"

22"

3

Oper.

C

Stage Part

Unload Flare Press

3"Load Unload Stuffer

1"

4

Load Spinner

1"

5

Unload Spinner

2"1"

5"

5 10 15 20 25 30

3"3"

100

SW001

Standard Work



Manual Walk



Process Name Time Time Time WalkTime

Totals 14 1 Actual Cycle Time =21"6

1840 28.6" 30"

PIPE396

Tail Pipe

4440

08/30/99

2"1"

Oper.

D

Pick Pipe & Muffler

9"Load & Activate Welder

1"Pick Part

2"Pack Part3"

5 10 15 20 25 30

1"

2"

12"

101

SW001

Standard Work

Do I Need To Fill Out More Than One SWCT?

Make a separate SWCT for each product familywith a unique process or with over 2

seconds of work difference

102

SW001

Standard Work

Target Work Unit StaffingTarget Work Unit Staffing

# Of Members = Total Manual Time + Total Walk Time Target Cycle Time

103

SW001

Standard Work

Balance BoardBalance Board

Shows whether or not line is balanced

Is a visual tool to help us better balance the work load

Is to be used by the work team

104

SW001

Standard Work

Operator A27 seconds

Target Cycle Time 28.6”

Operator D21 seconds

BALANCE BOARDBALANCE BOARD

Operator B19 seconds

Operator C20 seconds

Unload bender 1.0

Takt Time 30”

Pick Steel 1.0 Unload F.P. 1.0 Pick Pipe & Muff 2.0Walk to Cutoff 1.0

Cut Tube 2.0

Walk to Stage 2.0

Size Tube 3.0

Walk to Sizer 2.0

Stage Tube 2.0

Walk to Tubes 2..0

Pick Tube & 3.0Load Bender

Walk to Unload 2.0

Wait On 6.0Bender

Walk to Steel 4.0

Walk to L.S. 2.0

Stamp Steel 3.0

Walk to Press 1.0

Wait on L. S. 3.0

Load Lockseam 1.0

Unload L. S. 1.0

Walk to F. P. 1.0

Load & Act. FP 2.0

Load Spinner 1.0

Load Unload S 3.0

Walk to Stuffer 1.0

Walk to Spinner 2.0

Stage Part 2.0

Wait on Spin 3.0

Unload Spin 1.0Walk to Stage 1.0

Walk to F.P. 5.0 Walk to Stage 3.0

Wait on Welder 1.0

Walk to Welder 1.0

Pick Part 1.0

Walk to F.G. 2.0

Pack Part 2.0

Load & Act. 9.0

105

SW001

Standard Work

Staffing GraphStaffing Graph

106

SW001

Standard Work

OperatorTotal

Manual Time

Total Walk Time

Total Wait Time

Actual Cycle Time

Target Cycle Time

Unassigned Time

A

B

C

D

Total

12 9.0 6.0 27 28.6 1.6

8.0 8.0 3.0 19 28.6 9.6

8.0 9.0 3.0 20 28.6 8.6

14 6.0 1.0 21 28.6 7.6

42 32 13 87 27.4

107

SW001

Standard Work

B

5

20

15

30

35

40

0

45

50

25

10

Takt Time

Target Cycle Time

Walk Time

Manual Time

Wait Time

C DA

4 Members – Work Unit 3000

108

SW001

Standard Work

B

5

20

15

30

35

40

0

45

50

25

10

Takt Time

Target Cycle Time

Walk Time

Manual Time

Wait Time

C DA

4 Members – Work Unit 3000 Balanced but not to Target Cycle Time

109

SW001

Standard Work

B

5

20

15

30

35

40

0

45

50

25

10

Takt Time

Target Cycle Time

Walk Time

Manual Time

Wait Time

C DA

4 Members – Work Unit 3000 Balanced to Target Cycle Time

110

SW001

Standard Work

B

5

20

15

30

35

40

0

45

50

25

10

Takt Time

Target Cycle Time

Walk Time

Manual Time

Wait Time

C DA

3 Members – Work Unit 3000 Eliminated Wait and Balanced to Target Cycle Time

111

SW001

Standard Work

B

5

20

15

30

35

40

0

45

50

25

10

Takt Time

Target Cycle Time

Walk Time

Manual Time

Wait Time

C DA

2 Members – Work Unit 3000 Eliminated Wait, ReducedWalk & Balanced to Target Cycle Time

112

SW001

Standard Work

SWCT ExerciseSWCT Exercise1) Pick tube and load auto loader: 3”2) Walk to front of bender: 1”3) Wait for bender to complete cycle: 6”4) Unload bender: 1”5) Bender auto time: 26”6) Walk to cutoff: 2”7) Cut tube: 3”8) Walk to sizer: 2”9) Size tube: 3”10) Walk to stage: 2”11) Stage pipe: 2”12) Return to tubing: 2”

Auto Time

Walk Time

Manual Time

Wait Time

113

SW001

Standard Work



Manual Walk


Manual Auto Wait Vertical Red Line = Takt Time, Vertical Black Line = Target Cycle Time, Short Vertical Black Line = Actual Cycle Time



1840 28.6" 30"

PIPE396

Tail Pipe

4440

08/30/99

1 3"1"

22"

32"

Oper.

A

Pick tube and loadauto loader

Unload bender 1"

Cut tube 3"

4 Size tube 3"

5 Pack tube 2"2"

2"

5 10 15 20 25 30

26" 6"

114

SW001

Standard Work



Manual Walk





1840 28.6" 30"

PIPE396

Tail Pipe

4440

08/30/99

1 1"2"

22"

32"

Oper.

A

Pick tube and loadauto loader

Unload bender

3"Cut tube

3"

4

Size tube

2"

5

Pack tube

3"2"

1"

5 10 15 20 25 30

26" 6"

115

SW001

Standard Work

Report Out 3 Deliverables

1-Standard Work Combination Table

2-Staffing Bar Graph

3-Staffing Chart

Report Out# 3


116

SW001

Standard Work

Module 5Product Mix

117

SW001

Standard Work

Product Mix ExampleProduct Mix Example

Product A + B + C = 876 total units

A = 219 units/876 total units = .25 or 25%

B = 307 units/876 total units = .35 or 35%

C = 350 units/876 total units = .40 or 40%

876 total units = 100%

118

SW001

Standard Work


{Product A + B + C = 876A = 219 = 25%B = 307 = 35%C = 350 = 40% 876 = 100%

Total Available Time:8 hours X 60’= 480’-20’(2-10’ breaks)=460’X60”=27,600”

27600”/876 daily units required = 31.5” Takt Time

Total Daily Available Time

Avg. Daily Units Required(A,B,C)TAKT =

119

SW001

Standard Work

Target Cycle Time Calculation

• Target Cycle Time = Takt Time - Special Allowances• Takt Time = 31.5”• Special Allowances = 10’ TPM

+ 12’ Team Meeting

Special Allowances = 22’ X 60” = 1320”

Special Allowance per cycle = 1320”/876 units = 1.5”

31.5”(Takt Time) - 1.5”(Special Allowance) = 30.0” TCT

120

SW001

Standard Work

Fixed Staffing Method

• Consistent Staffing Level

121

SW001

Standard Work


Product A B C

Manual 306” 260” 200”

Walk 50” 40” 40”

Total 356” 300” 240”

% Mix 25% 35% 40%

Part A 356” x .25 = 89”Part B 300” x .35 = 105”Part C 240” x .40 = 96”

290” Weighted Average

Calculation of Avg. Target Staffing

122

SW001

Standard Work

Target Staffing Example

290”30.0” Target Cycle Time

Total Manual Time + Total Walk TimeTarget Staffing = = = 9.6

• We round to the next full person and use 10 people

123

SW001

Standard Work

Fixed Staffing/Flex TCTFixed Staffing/Flex TCT

Product A B C

Manual 306” 260” 200”

Walk 50” 40” 40”

Total 356” 300” 240”

% Mix 25% 35% 40%

Part A 356”/9.6 = 37.08” Target Cycle TimePart B 300”/9.6 = 31.26” Target Cycle TimePart C 240”/9.6 = 25.00” Target Cycle Time

124

SW001

Standard Work

Fixed Target Cycle Time Method

• Consistent Target Cycle Time

125

SW001

Standard Work

Fixed TCT/Flex StaffingFixed TCT/Flex Staffing

Product A B C

Manual 306” 260” 200”

Walk 50” 40” 40”

Total 356” 300” 240”

% Mix 25% 35% 40%

356”/30.0” = 11.8 Target Staffing300”/30.0” = 10.0 Target Staffing240”/30.0” = 8.0 Target Staffing

126

SW001

Standard Work


Fixed StaffingFixed TCT

TargetStaffing

TargetCycle

TargetStaffing

TargetCycle

A 30.0” 11.8 37.0” 9.6

B 30.0” 10.0 31.2” 9.6

C 30.0” 8.0 25.0” 9.6

Gross 30.0” 9.6 30.0” 9.6

127

SW001

Standard Work

LINE EXERCISELINE EXERCISE

128

SW001

Standard Work


1-Standard Work Chart

2-Staffing Bar Graph

3-Exercise # 4

Report Out

4-SWCT

Report Out# 4

This Report Out based on data gathered from visit to work unit or next video

129

SW001

Standard Work

Form No. 4

Exercise 4 Report Out(Work Unit Data)

Takt Time: ________________

Target Cycle Time: ________________

Longest Machine Cycle Time: ________________

Machine Capacity vs Customer Requirement

____________ vs ____________

Total Work Unit Manual Time: ________________

Total Work Unit Walk Time: ________________

Total Work Unit Wait Time: ________________

Target Work Unit Staffing: ________________

Longest Operator Actual Cycle Time: ________________

Longest Operator Actual Cycle Time vs Target Cycle Time

____________ vs ____________

130

SW001

Standard Work

Module 6Before / After

Improvements

131

SW001

Standard Work

Before Improvement After Improvement

Work UnitTeam Facility Idea #

Problem Implemented Item Date Submitted Date Required Date Completed Champion

Team Contact

W. O. #

Effect

132

SW001

Standard Work

GROUP: TEAM LOCATION: FRANKLIN LINE: NS 6520 DATE: 1/20/97

PROBLEM IMPLEMENTED ITEM EFFECT

Loading three different parts Build staging rack to hold 1. Improve ease of operation.into Melton takes too long components in assembled 2. Decrease SWCT by 5 seconds(9”) position.

AFTER IMPROVEMENT BEFORE IMPROVEMENT

Deburr / Sizer Operator inserts tubesinto Resonator and stages assembly ontable

Resonator Assembly comes downchute in three pieces to MeltonOperator

133

SW001

Standard Work

GROUP: 6540 EI TEAM LOCATION: FRANKLIN LINE: NS 6540 DATE: 1/7/97

PROBLEM IMPLEMENTED ITEM EFFECT

Operator must walk to end of Move control panel towards 1. Shortened walk distance (10 ft) air check fixture to other end of air check. 2. Provided ease of movementpick up protective end cap Move six- shooter to area 3. Reduced standard work cycle time 4 sec’sfor pack-out process after where control panel was located.cycling air check.

End CapSix-Shooter

ControlPanel

Air CheckLongAwkwardWalk Path

Pack-OutCrate

Air Check

Shorter EasierWalk Pattern

Six-ShooterControlPanel

Pack-OutCrate


134

SW001

Standard Work


Report Out # 5

Present Before & After Improvement Sheets

7


Problem Implemented Item

Team Contact

W. O. #

Date Submitted Date Required Date Completed Champion

Effect

Team Line Facility Idea #

135

SW001

Standard Work

Module 7Implementation

136

SW001

Standard Work

Where do we go from here?Where do we go from here?

137

SW001

Standard Work

ImplementationImplementation

• Learn by doing on the shop floor

• Identify and solve “root cause” conditions

• Implement low and no cost improvements

• Promote personal and team growth

• Work based on need for improvement

138

SW001

Standard Work



• Observe current method

• Document current work elements/steps

• Identify improvements (steps to eliminate)

• Implement improvements

• Validate quality and productivity of new method

• Standardize new method

• Document “before” and “after” conditions

• Recognize achievements

• Look for next improvement

139

SW001

Standard Work

Implementing Standard WorkImplementing Standard Work

• Train the work unit members in Standard Work & Takt Time Production.

• Calculate Takt and Target Cycle Time

• Develop standard work charts with flex staffing, plus and minus one operator

• Create Standard Work Combination Tables

• Create a Balance Board as a tool for improvement

140

SW001

Standard Work

Implementing Standard WorkImplementing Standard Work

• Create a Staffing Graph to identify the opportunities for improvement to target cycle time

• Identify the Target Work Unit Staffing

• Calculate Daily PI

• Create a plan to maintain an active Standard Work & Takt Time Production program.

141

SW001

Standard Work


Form No. 8

Exercise 6 Report Out Work Unit Implementation Plan

IMPLEMENTATION OBJECTIVES:

Begin immediately; Involve Work Unit Operators Capture Before Condition Calculations Select Key Measurables for B.O.S. Identify Areas of Greatest Opportunity Activities Week 1: Activities Week 2: Activities Week 3: Activities Week 4: Key Support People:

Present Work Unit Implementation Plan ( 4 week plan )

Report Out # 6

142

SW001

Standard Work

Exercise 6 Report Out

Work Unit Implementation PlanIMPLEMENTATION OBJECTIVES:

Begin immediately; Involve Operators Select Key MeasurablesCapture Before Condition Calculations Identify Areas of Greatest Opportunity

Activities Week 1:

Activities Week 2:

Activities Week 3:

Activities Week 4: Key Support People:

143

SW001

Standard Work

ITEM BEFORE AFTER

WIP

% UPTIME

THRU-PUT TIME

MACHINE CYCLE TIME

PROCESS STEPS

PIECES PER MAN-HOUR

% REWORK

% SCRAP

CUSTOMER PPM

% FTSY

MT / TAKT %

PART FLOW DISTANCE

WAIT / TAKT %

OTHERS

Before and After Continuous Improvement Record

144

SW001

Standard Work

Five Key Factors for Lean Enterprise Success

Five Key Factors for Lean Enterprise Success

1. A Strategic Vision

2. Strong Line Management

3. Expert Training and Support

4. Aggressive Performance Targets

5. Impatience

1 SW001 Standard Work Standard Work Workshop. 2 SW001 Standard Work Agenda Time Topic/Activity Day 1 8:00 AMOpening 8:05 AMIntroduction 8:15 AMModule.

Documents

sw001 standard work

standard work patterns

standard work tools

sw001 standard work

sw001 standard work

work standards

work place employees

standardized work procedures