Standardized Work lv1

Standardized Work

Presented by Frank Castillo

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Method for Implementing Standardized Work

3 elements of standardized work

Standardized Work lv1

Takt Time

Sequence of operations

Standard-in-process stock
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First Element: Takt Time

Standardized Work lv1

Sets the pace of production based on customer demand

Daily work time: Three 8 hour shifts = 24 hrs Per shifts: Two 10 min. break One 20 min. lunch Available production time = 79200 sec Customer demand = 18000 per week 5 day work week Daily demand = 1/5 of 18000 18000/5 = 3600

79200 3600

= 22 sec. TT

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First Element: Takt Time

Work at each operation is based on takt time

Standardized Work lv1

Traditional

Takt time TPS

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Second Element: Sequence of Operation

Standardized Work lv1

Refers to operator motion based on safety, quality and efficiency

2 1 Note: Sequence address the operator sequence of movements only. It does not refer to the build sequence. The build sequence remains unchanged per the OIC posted in the station

Takt time

TPS
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Second Element: Sequence of Operation

Standardized Work lv1

Refers to operator motion based on safety, quality and efficiency

Physical safety No injuries due to repetition No injuries due to accident Mental safety No defects due to equipment No defects due to motion

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Visual Representation of Cycle Time

Fluctuation

Standardized Work lv1

Takt time Standard Work Elements

Standard work elements: The best repeatable time to complete a work task The sum of these work tasks must be equal to Takt time Fluctuation The amount of interference that affects the standard work element times. Examples: machine jams, no parts available, dropped part, etc.

Oper. A

Oper. B

Oper. C

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Third Element: Standard-in-Process Stock

Standardized Work lv1

Minimum amount of inventory to allow the operator to maintain smooth flow.

Symbol in the standardized work documentation

1 3

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Method for Implementing Standardized Work

Standardized Work lv1

3 worksheets:
1. Standardized Work Chart

2.

Standardized Work Combination Table

3.

Production Capacity Sheet (not to be discussed in this presentation)

Standardized Work Chart

Group/Operator Enter the name of the group or cell and the operator (Ex. Weld1, Operator 2, etc.) From/To Enter the beginning point of the process and the end point of the process Date/Signature

Standardized Work lv1

a) Enter the date the chart was prepared or revised b) Enter the supervisors signature. The supervisor is in charge of the process and should fill out the chart

Quantity Per Shift/ Takt Time

Work Element/ Element No.

Enter the work operations in the work element column in sequential order. Add the corresponding sequence number in the element number column
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Enter the quantity per shift and Takt time a) Quantity per shift= Production Number Needed Per Month Operating Days Number of in a month X shifts per day b) Takt Time= Total Available Time Per Shift Quantity per shift

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Standardized Work Chart

Standardized Work lv1

Symbols C Critical Defect-- Place symbol at station where special care should be given to ensure quality Standard In-Process Stock-Place symbol at location where in-process stock is present. If more than one piece is held, place the amount next to the symbol at the position where the piece comes to rest after processing x2 Process Diagram Show the process by drawing its physical layout (machines, work tables, pallets, WIP boxes, finished goods boxes, flow racks, etc.) The layout should be drawn as close to scale as possible Draw the work sequence Example 1 6 2 5 3 4 Quality Check-- Place symbol at station that requires a quality check. Also record the frequency of the check. EX:
1/ 5

Time
Enter the manual time in the hand work column Enter the machine time (from start to finish position) Enter any walking time (actual walk time from start to finish) Add up and enter the totals for hand work & walk time at the bottom Add up any time when actual waiting occurred and enter at the bottom under wait If there is no number to be entered in a space in the column, enter a dash
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QC once every 5 cycles

SAFETY Place symbol at station where special safety requirement is needed. This should be shown at all machinery

Label each figure with a machine number or name

Indicate the machine with the lowest capacity by shading it in

Use a solid line to connect sequence steps Use a dotted line with an arrow to note return from last work to first work

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Standardized Work Combination Table

Group/operator Enter the name of the group or cell and the operator (ex. Weld 1, Operator 2, etc.) Work element/element no. Enter the work required. This should follow the path of the physical layout. This may mean that the sequence is out of production order. The element number will continue to correspond to the work element. From/to Enter the beginning point of the process and the end point of the process Date/signature a) Enter the date the chart is prepared or revised b) Enter the supervisors signature. The supervisor is in charge of the process and should fill out the chart

Standardized Work lv1

Quantity per shift/Takt Time Enter the the quantity per shift and Takt Time. a) Qty/shift = Production number needed per month Operating days x Number of shifts in a month per day b) Takt Time = Total available time per shift Quantity per shift Draw Takt Time line on graph in red (visual alert).

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Standardized Work Combination Table

Standardized Work lv1

Time Enter the manual time in the hand work column. Enter the machine time (from start to finish position) Enter any walking time (actual walk time from start to finish) Add up and enter the totals for hand work and walk time at the bottom. Add up only machine time when actual waiting occurred YDatum 2003 and enter at the bottom under wait. If there is no number to be entered in a space in the column, enter a dash.

Graph units Make sure to note the number of seconds per increment. Try to utilize the entire graph. Depending upon Takt Time and cycle time, one increment may represent one, two, five...seconds.

Graph Enter the manual, machine and walk time on the graph. Use the symbols noted above.

Process Evaluation If CT = TT, no Kaizen is needed. If CT > TT Kaizen CT < TT is needed MCT > TT Ask Kaizen expert for help.

Additional notes a) If CT < TT, draw automatic processing time up to TT line and draw excess from the baseline (0) at left. b) If CT > TT, draw automatic processing time up to CT and draw any excess from the baseline (0) at left.

(c) (e) (d)

c) Walking start d) Simultaneous start (more than one machine started at once) e) No walking

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Summary of Standardized Work

Tool developed for quality workmanship

Standardized Work lv1

Must be developed with the supervisor and the operator

3 elements are:
Takt time Sequence of operation Standard-in-process stock

3 forms are:
Production capacity sheet Standardized work chart Standardized combination table
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Problem Solving lv1

Scientific Problem Solving

Presented by Frank Castillo

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What Is Scientific Problem Solving?

Problem Solving lv1

1. Make an observation 2. Make a prediction (postula)

Galileo

3. Make a test (one variable at one time) 4. Prove or disprove prediction 5. Make rule or law
Pasteur

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Problem Solving (Before)

Problem Solving lv1

Problems Come Vague

Click for Video Conveyor #4 Vague Problem (full speed video) - Syringes fall through the track - Then get caught in the conveyor and stop the line often - It takes time to restart the machine

Tape

Solution - Place tape at the bottom of the rack - Replace the tape often - Partial (.2) operator is permanently dedicated to the failure

Line 50

Results - Rate of operation = 20% - Or 0% since 8 full time people are dedicated to run the machines (enough people to make all the syringes manually) 17 - Safety inventory before and after machine

Scientific Problem Solving (After)

Problem Solving lv1

1. Find the point of cause (break the problem down)

1.1 Grasp initial condition, in detail, through deep observation
Conveyor #4 How big is the problem? - Mean time to failure 2-3 minutes - Down time per failure 11 min.

Large Vague Problem

Problem investigation

Go See

Where and when is the problem happening? At the top of the track? In the middle of the track? At the bottom of the track?

Point of Cause
Point or location where the event occur and result in abnormal condition

How is the problem happening? Is the syringe rotating when falling? Or just falling through a gap? 18

Scientific Problem Solving (After)

Problem Solving lv1

1. Find the point of cause

1.1 Can you see, touch, hear, smell, taste the problem?

Large Vague Problem

Problem investigation

Go See

Point of Cause
At entrance of track syringe is rotating left And then falls though the track

We find the point of cause to be at the gap between the 2 tracks This is where the syringe starts to rotate

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Scientific Problem Solving (After)

Problem Solving lv1

2. Find the root cause

2.1 Make hypothesis
2.1.1 The material is defective? Is there variation in the width of the syringe? Why Why Why Why Why Root Cause
5 Why Cause and effect relationship

Cause investigation

2.1.2 Machine is not set correctly? The track is too wide and the syringe falls in between the tracks.

Are both rails at the same height at the track transition point? 20

Scientific Problem Solving (After)

Problem Solving lv1

2. Find the root cause

2.1 Verify material defect

Flange width = xx.xx

diagonal body width = 16.9 mm

Body width = 16.9 mm

All part dimensions are equal to specification

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Scientific Problem Solving (After)

Problem Solving lv1

2. Find the root cause

2.1 Verify track width

Compared machine design drawing to actual track width. However, there was no machine design available

BUT

1. 2. 3. 4.

The width of the track is greater than the body of the syringe Therefore, the body of the syringe can flow between the track Also, the flange are wider than the width of the track Therefore, the flange are supported by the track

There doesnt seem to be a problem with track width unless there is a forced rotation on the syringe. There should be no need for a test at this time (although the width of the track was modified)

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Scientific Problem Solving (After)

Problem Solving lv1

2. Find the root cause

2.1 Verify track height

This left track is 1mm lower than the right track

This is where the syringe starts to rotate Why?

We need to make a test to confirm if the height difference is a potential cause of the syringe twisting.

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Scientific Problem Solving (After)

Problem Solving lv1

2. Find the root cause

2.2 Test and confirm the height of the left track

Before the test

After the test

The assumption is that the track height difference cause the syringe to rotate and fall between the rail at a rate of 1 every 2-3 min.

After aligning the rail height there was no syringe rotation during the observation time (11am to 24 3:00pm). One month later the there is still no syringe rotation

Scientific Problem Solving (After)

Problem Solving lv1

2. Find the root cause

2.2 Five Why to implement permanent solution / countermeasure
Point of cause

Why
Cause investigation

The right flange of the syringe hits the right rail while the other doesnt causing a twist Because the 2 rails are not at the same height

Why Why
Because the machine is not fixed to the floor and can move when hit

Why
Because there is no understanding of the importance of machine standard setting

Why
There is not standard for machine setup and standardized maintenance procedure

Root Cause

Picture of standard for machine setup

Picture of machine fixed to the floor

Picture of standardized work for machine maintenance

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Summary Of the Scientific Problem Solving

Problem Solving lv1

Large Vague Problem Go See

Problem investigation

Understand that problems come vague:

Syringes fall through the track, then get caught in the conveyor and stop the line often

Find the point of cause through deep observation (see, hear, feel, smell, taste)
At entrance of track syringe is rotating left, then falls though the track, stopping the machine

Why
Cause investigation

Find the root cause (make hypothesis, verify, test and confirm):
The right flange of the syringe hits the right rail while the other doesnt causing a twist Because the 2 rails are not at the same height Because the machine is not fixed to the floor it can move when hit Because there is no understanding of the importance of machine standard setting

Why Why Why Why

There is not standard for machine setup and standardized maintenance procedure

Root Cause
Implement solution / permanent countermeasure

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Reflection
Problem Solving lv1

Dont let the complexity of a problem in the way of your methodology

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Kaizen lv1

Kaizen
Kai: Change Zen: to a better place Continuous Improvement

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Kaizen lv1

Who is Responsible for Kaizen?

Everyone, every minute of everyday

Additionally, the leaders have the responsibility to

make it possible
Important Safe Rewarding

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Kaizen lv1

Basic Method For Kaizen

The importance of thinking deeply
Draw target condition
If I can draw it.. will it work? The mind can liebut the body cant

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Kaizen lv1

Basic Method For Kaizen

The importance of thinking deeply
Draw current condition
I must find out what is going on by myself

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Kaizen lv1

Basic Method for Kaizen

The importance making a trial
Devise a test to learn and control risk

Success. I learned

Failure. I learned

Organizations that let people devise controlled tests value the development of human assets. 32
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Kaizen lv1

Basic Method for Kaizen

The importance of standardized work
New baseline from which to improve further

Are we more intelligent today or do we simply have better methods?

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Kaizen lv1

How to Proceed With Kaizen?

Output
(Required quantity)
(can make)

Yes
No

(cannot make)

Man

Eliminate manpower Reduce lot size Long cycle time Motion Kaizen Big Fluctuations
Reduce machine cycle time

Machine

Long cycle time Excessive down time Periodic stops Tool change Set-ups Quality checks

(speed up)

Increase up time 5 Whys Motion Kaizen Set-up Kaizen 5 Whys 34

Quality

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