Chapter Four Standarizrd Work XXXXXX

STANDARDIZED
WORK
@Copyrighted Material 2023
Dr. Yasser Aly Yakout
• Methods Engineering vs Lean Thinking
Outline: • What Do We have to Manage?
Standardized • Why Standardized Work?
• Elements of Standardized Work
Work • Charts Used to Define Standardized
Work
Methods Engineering vs Lean
Thinking
• There is a single best

way (and the engineers
Industrial will find it).
engineering • Workers are not
practice is involved in designing
based on the the work or making
following improvements.
unwritten • Standards rarely
assumptions: change (and only the
experts can change
them).
What Do We Have to Manage?
• The goal is to provide a required

level of output (goods or services)
that meets our expectations and
those of our customer for PQCDSM
• Our tools are the 4 Ms:
• Man/woman: our team
members
• Machine: our equipment, jigs,
conveyors, and so on
• Material: the raw materials
and parts our suppliers
provide
• Method: our processes
A system View
• Method is the mix of man/woman, machine, and material

• Standardized work is a tool for developing, confirming, and
improving our method (processes)
• A process is simply a set of steps or actions with a clearly defined
goal
• The process tells the team member what to do, when to do it,
and in what order.
Maximize Utilization
of Machines or
People?
• To improve efficiency, we must improve

machine utilization
• To maximize machine utilization, we must
• Run machines constantly and as fast
as possible, which creates
overproduction Muda
• Retain extra people to keep the
machines running
• Increase work-in-process to cover
problems and keep the machines
running
• By contrast, Toyota seeks to maximize the
utilization of people
Labor Density
• In the Lean system, standardized work is
focused on human movement
• We seek to develop people-centered processes
that flow smoothly and safely
• Measure of efficiency is labor density defined as
follows:
Labor density = Work/Motion
• Customer demand determines the numerator
• Toyota’s approach is to continually reduce the
denominator
Why Standardized Work (SW)?
1. Process stability: Stability means repeatability. Need to meet targets for PQCDSM every time
2. Clear stop and start points for each process: knowledge of our takt, that is, our pace of production
rationalized with our rate of sales and cycle times, allow us to see our production condition immediately
3. Organizational learning: SW preserves know-how and expertise
4. Audit and problem solving: SW allows us to assess current condition and identify problems
5. Employee involvement and poka-yoke: In LS team members develop SW, supported by supervisors and
engineers
6. Kaizen: Our processes are mainly Muda. Once we have achieved process stability, we are ready to
improve. SW provides the baseline against which we measure improvement
7. Training: SW provides a basis for employee training

Prerequisites for
Standard Work
We cannot work to standards when there are
continuous line stoppages and slowdowns.
Common sources of instability are:
• Quality problems with incoming parts
• Problems with machinery, jigs, or tools
• Parts shortages
• A less than full condition (which means
that the team member may have to wait
for a part to work on)
• Safety problems such as poor ergonomic
layouts; slip, trip, and falling hazards;
exposed pinch points; ….
Toyota Standardized Work
• Lean activities support stability

• Machine stability requires 5S and
TPM
• Quality is strengthened with
Jidoka
• Just-in-time techniques attack
parts shortage problems
• 5S, TPM, and standardized work
improve safety
Standardized work comprises three
elements:
Elements of • Takt Time and Cycle Time

• Work Sequence: What is the best way
Standardized Work to do the process
• In-Process Stock: How much inventory
should there be
Takt Time
• Takt time tells us our demand frequency, or

how frequently we must produce a product,
and can be calculated as follows:
Takt = Daily operating time ÷ Required
quantity / day
• Example, if daily order is 890 units and we

operate two 445-minute shifts, our takt time
would be:
Takt = (445 + 445) M Daily ÷ (445 + 445) units = 1
minute
• We must produce one product every minute
Takt Time and
Cycle Time
• Takt time differs from cycle time,
which is the actual time it takes to do
the process
• The goal is to synchronize takt time
and cycle time to the greatest extent
possible
• This allows to integrate processes into
cells in support of the goal of one-at-a-
time production
• A cell is an arrangement of people,
machines, materials, and methods
such that processing steps are
adjacent in sequential order so that
parts can be processed one at a time
Work Sequence
• The work sequence defines the order in which the work is done in a given process.
• Example: the team member might have to
• Pick up the part
• Walk to the machine
• Place the part in the machine and process the part
• Take the part to the next machine
• At Toyota, they used pictures and drawings to show:
• Proper posture
• How the hands and feet should move
• How to hold the tools
• Accumulated know-how or the ins and outs of the job
• Critical quality or safety item
In-Process Stock
• In-process stock is the minimum number of unfinished work pieces

required for the operator to complete the process without standing in
front of a machine
• The determining factor is that work cannot progress without a certain

number of pieces on hand
• We must increase in-process stock in the following circumstances:
• Quality checks require additional work pieces
• Temperatures must fall before the next operation can

commence
• Machinery cycles automatically
• Machine operation is in reverse order of the processes
• Defining in-process stock establishes work-in-process (WIP) standards

per process and, again, makes abnormalities obvious
Charts Used to Define
Standardized Work
• Production Capacity Chart
• Standardized Work Combination Table
• Standardized Work Analysis Chart
• Job Elements Sheets
• Time Measurement

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STANDARDIZED

• There is a single best

• The goal is to provide a required

• Method is the mix of man/woman, machine, and material

• To improve efficiency, we must improve

3. Organizational learning: SW preserves know-how and expertise

7. Training: SW provides a basis for employee training

• Lean activities support stability

Elements of • Takt Time and Cycle Time

• Takt time tells us our demand frequency, or

• Example, if daily order is 890 units and we

• In-process stock is the minimum number of unfinished work pieces

• The determining factor is that work cannot progress without a certain

• We must increase in-process stock in the following circumstances:

• Quality checks require additional work pieces

• Temperatures must fall before the next operation can

• Machinery cycles automatically

• Machine operation is in reverse order of the processes

• Defining in-process stock establishes work-in-process (WIP) standards

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