Dohmen Consulting UG

Effektiv, nachhaltig, kostenneutral in Arbeitssicherheit, Qualitätsmanagement,

Umweltmanagement und Prozessoptimierung

Standard work
 Agenda
• Catch Ball about Standard work

• The definition of Standard work

• Benefits for Standard work

• How to implement standard work (8 steps)?

• Standard work and KAIZEN

• Questions?
 Catch Ball Standard work
What is your understanding for Standard work?

Measure Regular
Coffee
Quality meetings
cooking

Different
Buy Intensions of Daily
Train ticket Standard management
work

pick up
children from Buy
kindergarten Train tickek
Other daily
routines
The definition of Standard work
Standard work is the best known and demonstrated
method for producing a product or service.

• Purpose of Standar work is:

Ensure that everything is done and carry out by everybody

in a similar manner to achieve:
➢ best quality
➢ best service
➢ lowest cost
➢ Eleminate waste ➔ TIMWOODS
➢ Ensure high safety environment

Standardized work is the basis

for Continuous improvement!!!
The definition of Standard work

Standardized work is the result

of performing tasks in the best
possible sequence of steps to ensure the
best use of employees, supplies, tools
and materials, and then developing a
standard work flow that everyone follows.
The definition of Standard work
• in Quality
➢ reduce ad-hoc problem solving of occurring
manufacturing errors
➢ reduce fire-fighting approach
➢ enhance standardized work steps
“everyone approaches the problem differently”

• in Productivity (costs)
➢ Different working methods per shift
➢ Fluctuating cycle times

• in Safety
➢ incorrect operation of machines and equipment
➢ different views about safety and hazards
The definition of Standard work
• Purpose of Standar work is:

Ensure that everything is done and carry out by everybody

in a similar manner to achieve:
➢ best quality
➢ best service
➢ lowest cost
➢ Eleminate waste ➔ TIMWOODS
➢ Ensure high safety environment

Standardized work is the basis

for Continuous improvement!!!
The definition of Standard work
It is a method of defining, organizing and agreeing on
a specific process to ensure the following:

• The effective use of resources, people, equipment and

supplies.

• The customer receives a high quality product or service

• The workplace is safe and all services are safe for our
customers and the environment
 Samples for Standard work
• at home
prepare coffee

• at buying

order of shelves
and goods

• at work

Coaching and
problem solving
in a sustainable
way
Sample of Standard work
• If you were given the task
to draw a pig, there would
be very many approaches
to do this.

• 1.000 ways lead to Rome

• The challenge is to define

a standard in the team
where everyone draws the
pig the same way.

• Here you can see a

possible approach
 Benefits for Standard work
• Make waste more and more visible to attack it!

• Train employees for more effciently work

• Reduce defects and process variations

• Reduce rework and other kind of waste

• Improve employees moral and promote innovation

• Lower operational costs

• Increase customer satisfaction

Many positive stuffs for introduce standard work

 Benefits for Standard work
What are the advantages of standardized work vs.
traditional work methods?
Traditionell Standard work
• Tasks are performed in • Fixed times and uniform
different ways ➔ people procedure of execution of tasks
and times very different applies to all shifts
• Training of new • Standards for the training method
employees with "this is
how I do it" approaches • Built-in quality and safety controls

• Safety and quality are • Problems are easily identifiable

random • Deviations or improvements can
• Problems are difficult to be measured against targets
identify due to high • Allows flexible processes to adapt
variation to customer demand
 Benefits for Standard work
• Reduction in variability
By defining the best practices, and documenting the
best practices, there is a means for getting all personnel
involved to perform the work the same way every time.
By performing the work the same way every time, you
minimize your sources of errors and variability.

• Information for process improvement projects

Standard work documents are the best practices of the
current state, it is not guaranteed that the process is
the most efficient way to do the process. Standard work
can be used as a baseline for project improvement
projects, which always have the goal of looking for ways
to do the work in less time, for less money, and with
higher quality.
 Benefits for Standard work
• Faster training ramp-up periods
Investing in the creation of standard work instructions
and layouts pays off well during training time for new
personnel. It gives them material to use for
understanding the best practices, speeding up the
training process. On-the-job training via tribal
knowledge, instead of standard work, lends to
instructions being misunderstood or forgotten and
longer training time periods.
Without standard work, employee frustrations are
higher, which can lead to more mistakes made or losing
the new employee. Standard work addresses many of
the problems connected to tribal knowledge.
Why standard work?
Why standard work?
Result of standard work?
 Why standard work?
The desired goal when introducing standardized work is a
process that ......

This is always the basis for a system of

continuous improvement
How to implement standard
work (8 steps)?
 How to implement standard
work (8 steps)?
1

• Mapping the process is an essential ingredient for

increasing familiarity and increasing consensus

• Start a trial run to familiarize yourself with the process

• Do not assume the individual process steps

(no guessing), but look at the process on the spot

• The current cycle time and process performance must

be determined, for the purpose of recognizing
daily/shift performance
 How to implement standard
work (8 steps)?
2 Process

• Build up your process

• Understand the process and the flow

• Document your process (process step, time, …)

• Focus on bottleck process

 How to implement standard
work (8 steps)?
3 Tact time

• Takt time is the time in which a product/service is

produced, within the framework of customer demand

• Takt means the "heartbeat of process

• Takt is the rate at which we must produce to meet

customer demand

• Calculation: available time / customer demand

 How to implement standard
work (8 steps)?
3 Tact time

• Calculation
Demand per year 8.000.000 products

Workdays per year 245 days

Shift model 2 shifts

Total time per year 3.920 hrs.

Total time per year 14.112.000 sec.

Tact time 1,76 sec.

Tact time and customer demand must be fullfilled !!!

 How to implement standard
work (8 steps)?
4 Balancing

• Balancing in Lean is done by Yamazumi

• Japanese Yamazumi means: stack up

• document process and differentiation into value-added

and non-value-added

• Identification of waste in processes by analysis

 How to implement standard
work (8 steps)?
4 Balancing

• Analysis of every single process step (sequence & time)

• Kaizen & improvement of the actual situation
• Goal: Reduction of lead time or process time
 How to implement standard
work (8 steps)?
4 Balancing
 How to implement standard
work (8 steps)?
4 Balancing

Application areas for Yamazumi are:

• Line balancing in production

• Cycle change (due to change in customer demand)

• Kaizen (improvement projects)

• Process management
 How to implement standard
work (8 steps)?
Work
4
sequences

Each step in the process sequence must be analysed with

regard to the following points:

• Manual activities (handling-setter activities)

• Machine activity (LOE malfunctions-failure)
• Waiting times (times between 2 consecutive
processes) are wasteful

A "work sequence table" is a graphical representation of

the relationships between man time, machine time,
waiting time.
 How to implement standard
work (8 steps)?
Work
4
sequences

➔ Work task is divided in detail into all individual steps

➔ Duration of each single step is documented
➔ Differentiation between man-machine-waiting time
 How to implement standard
work (8 steps)?
Work
4
sequences

Questionare for work combination table can be:

• Do we have waiting time in all separate steps?

• Can we avoid or reduce waiting time?
• Do we have overlaps in dedicated steps?
• How we avoid or reduce overlapping?
• How we avoid overworked by employees?
• Do we have part-time activities or other restrictions?
• How we can affect part-time activities and restrictions?
 How to implement standard
work (8 steps)?
4 Layout

Layout planning/modification of the individual work cells

taking into account:

• Safety
• Ergonomics
• Movement sequences

Work safety should have a high priority in the whole

production. If creating a "standard layout document", care
should be taken that "safety precautions"
are visualized separate
 How to implement standard
work (8 steps)?
4 Layout

• Reduce the number of individual movements

• Make the movement sequences simple
• Pay attention to walking/working distances -> shorter
distances
• Investigate the possibility of simultaneous movements
(working with both hands)

Layout adjustments and work sequence display should be

analyzed together, as they are usually interdependent.
 How to implement standard
work (8 steps)?
4 Layout Sample!
 How to implement standard
work (8 steps)?
4 Layout Sample!

4226 IRR

MV5 MV3

hier: MV3

MV2 MV4

BÜRO GL / TL MV1

Ausbildung Personal 170m=170s / 1xSchicht Qualitätsrelevant

6S Audits durchführen 26m = 26s / 1xSchicht Qualitätsrelevant
Kontrolle Reinigung MV3 26m = 26s / 1xSchicht Qualitätsrelevant
Verlustzeiten kontrollieren 170m=170s / 1xSchicht Qualitätsrelevant
Safety Cross updaten 170m=170s / 2xSchicht Arbeitssicherheit/Near Miss
Kamishibai 170m=170s / 1xSchicht Qualitätsrelevant
SIC Loop1 Coachen/Kaizen/RED TAG 170m=170s / 1xSchicht Qualitätsrelevant

Schichtübergabe Wartungsnachbesprechung
Top3 update fachliche Ansteuerung von Unterhaltspersonal
Wartungsvorbesprechung 6S Spiel mit Einrichter, Endkontrollen durchführen
 How to implement standard
work (8 steps)?
4 Layout Spagetti is the base for
layout optimization
 How to implement standard
work (8 steps)?
Work
Layout
Sequence
4
4
5 SOP

• Requirement for SOP's is a consensus between "work

sequence" and "layout". Only then does it make sense
to start creating SOP's.
• An SOP must be clear and accepted as a standard.
• Note: There is no new standard until the whole process
is documented.
 How to implement standard
work (8 steps)?
5 SOP

• SOP mean Standard Operation Procedure

• Confirms the agreed process as the new standard!
• Identifies and organizes all main process steps
• Shows the key points of a process
• Avoid long passages of text, supported by pictures
➔ picture say more as 1,000 words
• SOP should be clear and be accepted
• same format is also "standard work“ ☺
 How to implement standard
work (8 steps)?
5 SOP

Leader Standard work

Leader Standard Work Teamleader, Fachbereich 1+2
,JIS
Job instruction sheet Datum: 03.03.2016
Version: 2
Teamleader, Fachbereich 1+2
1 2 3 4
wichtige Qualitätspunkte
Sicherheit

Prozess: Update Safty Cross Schichtübergabe/Schichtübergabe Wartungsvor,-nachbesprechung Verlustzeitenkontrolle

Near Misses, abnomrale Information über relevante Auf Fehlende Verlustzeiten kontrollieren und
Gespräch über Planung/Ende der Wartung
Beschreibung Sicherheitssituationen schichtübergreifende Informationen ggf. nachtragen lassen
Zur Vermeidung gesundheitlicher Es sollen keine relevanten Informationen Reibungslosen Ablauf der Wartung erhalten /
Warum : Beeinträchtigung und zur Vermeidung von verloren gehen feststellen der nicht geschafften Arbeiten Fehlende Informationen Ausschließen
TOR Schichtübergabe
TOR Wartungsvor-und Nachgespräch SOP - Circle Verlustzeiten Modul
SOP: SOP - Safety Cross
5 6 4.2 4.3 ILU-Matrix MV3
ILU-Matrix Version: 2
MV3 Brennergruppe Datum: 07.10.2015
Halogen Lamps Aachen
wichtige Qualitätspunkte

Abteilung: Gruppe: Unterruppe:

HLA .Brennergruppe MV3

Eßer, Breuer, Baummöller, Baxevanis, Caki, Szczepanski, Krämer, Karasakal, Houbor, Hübner, Ruthkowski, Bulut,
Kompetenz
Johann Christian Tom Leo Ramazan Jakob Michael Mohamet Fabian Patrick Michael Hakan

MM

AM
Sicherheit

KM

BDM

PM

BRK

EK

ILU Bedeutung (aktuell)

Keine Kompetenz in dem Arbeitsbereich vorhanden

Mitarbeiter in Ausbildung

Mitarbeiter bearbeitet Arbeitsbereich selbstständig

Mitarbeiter kann im Arbeitsbereich Probleme selbstständig lösen und nach den Regeln der autonomen Instandhaltung (7 Stufen) arbeiten

Mitarbeiter kann andere Mitarbeiter ausbilden

Arbeitsweisen Loop1 coachen Kamishibai / 6S Spiel Einrichter gemäß Plan ausbilden

Prozess: Top 3 Aktionen festlegen
SIC Loop1, SDW Einrichter, Schichtübergabe intervallmäßige Abfrage von Wissen
Beschreibung Basis: Verlustzeiteneinträge Ausbildung -/ Training der Mitarbeiter
coachen eigenes Handeln hinterfragen
kontinuierliche Verbesserung der
Lückenlose Dokumentation erhalten Wissen fördern, Nachhaltigkeit visualisieren
Warum : Nicht abgestellte Probleme eskalieren Ausbildung
OPL - Eskalation und Zeitfenster bei TOP3 SOP - Kamishibai Prozeß HLA
SOP:
JIS Loop1 (Dominik Eßer) SOP ILU Matrix
Aktionen (muss noch überarbeitet w erden)
 How to implement standard
work (8 steps)?
6 Sustain

• Sustainability is spread over 2 shoulders. Employees and

supervisors are responsible for compliance with the
standards.
• Sustainability in processes is mostly granted when
employees are involved in the standard work and see it
as an intrinsic motivation to make their work as easy as
possible.
• Sustainability can be achieved through audits and KPI
management.
 How to implement standard
work (8 steps)?
6 Sustain

Mostly we can find Sustainability documentations or

reports in:

• Boards

• Comm cells

• Audits
 How to implement standard
work (8 steps)?
7 Kaizen

➔ Kaizen means “Kai = change and Zen = for the better”

➔ Kaizen goals is to striving for continuous improvement
➔ Step-by-step optimization and perfection of processes

➔ Main goals:
➢ Achieve the highest customer satisfaction
➢ Production at the lowest possible cost
➢ Elimination of MUDA (waste)
 How to implement standard
work (8 steps)?
7 Kaizen

✓ Based on teamwork
✓ Time-oriented strategy
✓ Attack TIMWOODS
✓ Attention to quality, cost, delivery, lead time
✓ Main focus on self-discipline & standard work
✓ Smart improvement ideas
 How to implement standard
work (8 steps)?
7 Kaizen

➢ Discard conventional, fixed ideas

➢ Think of how to do it, not why it cannot be done

➢ Do not make excuses, start by asking current practices

➢ Do not seek perfection. Do it right away, stepwise

➢ Correct it right away, if you make a mistake

 How to implement standard
work (8 steps)?
7 Kaizen

➢ Do not spend money for KAIZEN, use your wisdom

➢ Wisdom is brought out when faced with hardship

➢ Ask WHY five times and seek out root causes

➢ Seek the wisdom of ten people rather than the

knowledge of one

➢ KAIZEN™ ideas are infinite

 How to implement standard
work (8 steps)?
7 Kaizen

KAIZEN means improvement.

Moreover, it means continuing improvement in personal
life, home life, social life, and working life.
When applied to the workplace KAIZEN means continuing
improvement involving everyone – managers and workers
alike (Masaaki Imai).
 Standard work and KAIZEN

Standard work is the basic for continuous improvement!

Without standard work, less continuous improvement!

 Standard work and KAIZEN
It’s easy to lose focus on the purpose behind standard
work. What we’re trying to achieve when applying
standard work is a world-class process that sticks.

In this context, there are three activities of standardization

to “make it stick” and achieve lasting kaizen.
 Standard work and KAIZEN
1.Stabilize the process – the 4M’s (man, machine,
material, and method) must be stable enough to support
standardization of work methods.
2.Standardize the process – once stability is accomplished
the best known and demonstrated work method can be
standardized. This becomes the baseline for evaluation and
future improvement.
3.Sustain the process – there’s no point to standardizing
the process if the standard isn’t sustained!
Management practices and follow-ups must be modified to
appropriately sustain the gains achieved by
standardization.

It´s important to understand that every kaizen can be a

result in revised standard work.