Online Student Guide Standard Work

Transcription

1 Online Student Guide Standard Work OpusWorks 2016, All Rights Reserved 1

2 Table of Contents LEARNING OBJECTIVES... 3 INTRODUCTION... 3 BENEFITS OF STANDARD WORK... 3 IMPLEMENTATION OF STANDARD WORK... 3 ESTABLISH GOALS... 4 STANDARDIZATION... 4 ANALYZE CURRENT PROCESS... 5 FLOW CHART... 5 POINT TO POINT ANALYSIS... 5 ANALYZE MANUFACTURING PROCESSES... 6 DEVELOP STANDARD WORK... 6 STANDARD WORK DOCUMENT FOR OFFICE... 6 ANALYZE MANUFACTURING PROCESS... 7 STANDARD WORK COMBINATION SHEET... 7 IMPLEMENT... 7 SUMMARY by OpusWorks. All rights reserved. Version 5.5 April, 2016 Terms of Use This guide can only be used by those with a paid license to the corresponding course in the e-learning curriculum produced and distributed by OpusWorks. No part of this Student Guide may be altered, reproduced, stored, or transmitted in any form by any means without the prior written permission of OpusWorks. Trademarks All terms mentioned in this guide that are known to be trademarks or service marks have been appropriately capitalized. Comments Please address any questions or comments to your distributor or to OpusWorks at info@opusworks.com. 2

3 Learning Objectives Upon completion of this course, student will be able to: Define Standard Work from a Lean perspective Discuss its business benefits Explain why it is the basis for improvement Explain how to create, implement, and improve Standard Work for both office and manufacturing processes Introduction In a Lean transformation, the Standard Work principle focuses on establishing and defining work activities in order to build stability in processes and create a foundation for improvement. Standard Work encompasses all aspects of work activities, including content, timing, sequence, and outcome. Benefits of Standard Work Variations in a work process generate waste. By stabilizing work activities from hour to hour, person to person, and area to area, Standard Work ensures that work activities are performed the same way every time, thereby reducing variation in the work process. The thorough work definitions established in Standard Work serve to clarify the roles, responsibilities, and expectations of every person in the work area. When work activities are performed the same way every time, one major source of quality variation is held under control. Differences in how work activities are performed can create a lot of noise in the system, which can make troubleshooting problems more difficult. Standard Work makes it easier to identify the root causes of problems and leads to faster resolutions. This foundational principle of Lean creates the basis for excellence in quality, safety, cost, and delivery. Implementation of Standard Work Now that you understand the purpose and benefits of Standard Work, let s look at how the process works. There are four phases to implementing Standard Work within a work area. Phase One is to establish goals. In this step, baseline performance is evaluated and used as a basis for setting performance improvement goals, and teams are built to develop the standard work methods. 3

4 In Phase Two, the team analyzes the current process by observing the work activities being performed in multiple situations by different people, on different shifts, or in different locations and by documenting the exact process steps in each situation as they are performed, rather than as they should be performed. Teams then measure the time it takes to execute each work activity, in each situation. In Phase Three, the team identifies the best approach for performing the work, brainstorms opportunities for improvement, and then creates the Standard Work documents. The final phase is to implement the Standard Work methods by communicating the approach to the team, providing training for the approach, and monitoring and measuring ongoing performance to ensure the work procedures are effective. Establish Goals In Phase 1 of Standard Work, various goals must be set. Each work activity has a customer (where the work goes next) and a supplier (where it came from). To build customer and supplier relationships that enable accountability and communication, a task sequence must be established to connect multiple steps and activities. In addition, goals should be established to set an expectation for the maximum amount of time it should take to complete each activity. To verify that Standard Work expectations are met prior to moving on to the next step in the sequence, goals for work outcomes must be established as well. Standardization Standardization may be one of the most misunderstood of all Lean concepts. To help clarify the concept, let's take a look at traditional standardization versus Standard Work. Traditional work standards are based on creating a cost standard, whereas Standard Work focuses on creating the best possible work method, with the least amount of waste and the best quality, at the lowest cost. Standard Work guides companies to document the best way to utilize their people, equipment, and materials in order to create a work method that meets the needs of the customer, with the least amount of waste possible. In short, Standard work defines who, what, when, and where work is to be performed. Before establishing its goals for the work process, an organization must determine its desired level of standardization. In Standard Work, there are three types of standardization levels to consider. The first type, typically used in production processes, focuses on developing processes to ensure consistency for all work elements, including production methods, labor needs, materials, and equipment. The second type, typically used in service and administration processes, focuses on creating repeatable work methods that become the foundation for improvement. The third type of standardization level, typically used in creative and engineering processes, focuses on establishing clearly defined expectations. 4

5 Analyze Current Process Phase 2 of Standard Work focuses on a thorough assessment of the current process. To see what actually happens in the current work process, and to determine how long each task takes, the team must document the work process through actual observation, not by reviewing existing work procedures, instructions, or estimates. The team should also observe the current process in multiple situations by different people, on different shifts, or in different locations. The team members documents their observations of the work process using the appropriate tools for the environment, such as flow charts, process maps, Point-to-Point Analysis Sheets, and Activity Analysis Sheets. To be able to review their observations and identify differences in the work process between people or locations, the team needs to document the work steps or activities at an appropriate level of detail for the process under analysis. Insufficient detail may not capture these differences, causing variation in the process to slip by unnoticed. As processes become standardized, more detail is often needed to identify differences. For Office processes, a flow chart or process map is often the best tool to depict the work process. The team should ensure that the map is at an appropriate level of detail. If the work needs to cross departmental lines, a cross functional chart should be used to capture that information. Flow Chart A standard flow chart or process map may be enhanced by adding time and duration data Point to Point Analysis Document the physical flow of the work with a Point to Point Analysis Sheet, also known as a Spaghetti Diagram. The team can either draw the work area or use a facilities layout if one exists. Document the work sequence by following the steps the process associates take to provide a product and/or service and drawing its path on the diagram. Calculate the distance the process associates travel. 5

6 Analyze Manufacturing Processes For manufacturing processes, the Activity Analysis Sheet is used to document each step of work content and the time it takes to complete that unit of work. The current flow of activities is documented with a Point to Point Analysis Sheet. When completing an Activity Analysis Sheet, the team starts by observing the process and documenting the steps required. They identify which operator performs each step, and record actual times for multiple runs of each step. This is repeated for multiple scenarios different operators, different shifts, even different locations if applicable. Once the data has been collected, teams compute average times and minimum times for each step in each scenario. To document the physical flow of the work with a Point to Point Analysis Sheet, the team can either draw the work area or use a facilities layout if one exists. The team documents the work sequence by following a product through the process and drawing its path on the diagram, noting each step with the related activity number from the Activity Analysis Sheet. Next, teams add any key symbols and calculate the distance the product travels. Develop Standard Work The third phase of Standard Work focuses on creating work standards or best practices. It is important to involve team members in this phase to make sure everyone understands and follows the standards. The team identifies the best approach to each work step, and standardizes that approach. The team should also brainstorm possible ways to improve upon current approaches and work methods. Observing existing activities often highlights opportunities for improvement. Standard Work Document for Office This is an example of what a Standard Work Document might look like in an office environment. The team must ensure that their standard work design is highly descriptive for content, timing, sequence, and outcome. In an office environment, emphasis will likely be on standard forms and possibly software standardization. Notice in this example the long distance between operations and that the operator has to crisscross the area several times. This represents waste. Once the waste is understood, efforts can be made to reduce or eliminate it. This is an example of creating a repeatable work method for the purpose of improving the process. 6

7 Analyze Manufacturing Process This is an example of what a Standard Work Document might look like for the manufacturing environment. Just like in the office environment, the team must ensure that their Standard Work design is highly descriptive for content, timing, sequence, and outcome. Standard Work Combination Sheet This is an example of a Standard Work Combination Sheet, which is used for analyzing jobs that have combined work. It shows the relationship between two or more activities that occur simultaneously and is used primarily for operations that have a combination of manual and automatic equipment. It is also used where two or more operators work on the same process at the same time. In this example, the operator s combined manual and travel time is 7.6 minutes, and the machine runs an 8.2 minute cycle. This means the operator will have a wait time of.6 minutes in each cycle. Implement The fourth and final phase of Standard Work is implementation of the newly created Standard Work procedures. The team develops a communication plan for leadership and team members, making sure to set clear expectations for roles and responsibilities. All team members must be trained on the work activities, Standard Work documentation, and measures. This training can take place in the classroom or on the job by performing the work under the guidance of a teacher. After the standard procedures are in place, team members monitor and measure ongoing performance and ensure methods are in place to assess performance and improve upon standard work. 7

8 Summary In this course, you have learned how to create, implement, and improve Standard Work, for both office and manufacturing processes, and you understand its purpose and benefits. In summary, Standard Work is a foundational aspect of Lean that forms the basis for further improvement. Stability is created when all team members use the same approaches to perform work activities, every time, and in every location. These standard practices enable all team members to achieve high performance. Standard Work is an ongoing process that sets the stage for ongoing improvement, and changes to standards should be made as better methods are discovered. 8