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1、ABSAlcoa Business System2005 Alcoa Inc. Standardized Work Training ModuleOverviewAlcoa Operations Management Consulting1ABSAlcoa Business System2005 Alcoa Inc. Learning Objectives:Understand standardized work as an essential element in the continuous improvement processUnderstand the definition and
2、use of standardized work as an enabler to ABSBe able to create and improve standardized work in a work area 2ABSAlcoa Business System2005 Alcoa Inc. Agenda1.OverviewConnection to business case and system designWhy and how it is usedImplementation challenges2.Technical BasicsFour work categoriesThree
3、 work elements3.Completing Standardized WorkForms listProcess to completeExample5.Summary6.Appendix Blank Forms3ABSAlcoa Business System2005 Alcoa Inc. The Toyota Production SystemGOALS: GOALS: Best Quality Lowest Cost Shortest Lead TimeKEY IS:KEY IS: Thorough Elimination of Waste Thorough Eliminati
4、on of WasteJUST-IN-TIMEJUST-IN-TIMEAUTONOMATIONAUTONOMATION(“Jidoka”)(“Jidoka”)Continuous FlowPull SystemTakt TimeMachines Stop and notify of AbnormalitiesSeparate Mans work & Machines workLevelingLeveling(“Heijunka”)(“Heijunka”)StandardizedStandardizedWorkWorkContinuous ImprovementContinuous Improv
5、ement(“Kaizen”)(“Kaizen”)StabilityStability(e.g., Equipment Reliability, Stable Processes, Quality Materials)(e.g., Equipment Reliability, Stable Processes, Quality Materials)PEOPLE4ABSAlcoa Business System2005 Alcoa Inc. STANDARDIZED WORK IS A TOOL FOR MAKING QUALITY PRODUCTS CENTERED AROUND HUMAN
6、MOVEMENTS USING THE SAFEST, MOST EFFICIENT WORK METHODS.Standardized Work & the Business Case5ABSAlcoa Business System2005 Alcoa Inc. Connect Standardized Work to Business CaseOperational ProblemsABS ImprovementsFinancialsRevenueCostCapitalLabor CostsProductivityVAWorkLead TimeOn Time DeliveryCustom
7、er SatisfactionFlow TimeInventoryOver ProduceContinuousFlowPace to Takt TimeEliminateMuda, Muri, MuraBalance WorkEfficient WorkOp 1Op 2PLANT 1ST PRICIPLEWC1WC2WC3WC4Op 3Op 4WaitWaitWaitWaitSTDWORKT/L1WC1WC2WC3WC41Op 122Op 26ABSAlcoa Business System2005 Alcoa Inc. Connect Standardized Work to the Sys
8、tem DesignActivityATruckScheduleStagingHeijunkaBoxActivityBActivityCActivity 1Activity 2Activity 31233121221211543627ABSAlcoa Business System2005 Alcoa Inc. The Underlying PhilosophyLook Straight at the RealityNever add machines or manpower without questioning the efficiency of existing resourcesPla
9、nt First Principle The production plant is manufacturings major source of informationWork procedures must be understood on the plant floor“Time is the shadow of motion”In most cases, delay is caused by differences in operator motion and sequenceRef: Taiichi Ohno, “Toyota Production System”8ABSAlcoa
10、Business System2005 Alcoa Inc. The Underlying PhilosophyWriting the standard work sheet yourselfShould be set by production workers, not set from “above” For a production person to be able to write a standard work sheet that other workers can understand, he or she must be convinced of its importance
11、.Teamwork is EverythingIn modern industry, harmony among people in a group is in greater demand than the art of individual craftsmanshipRef: Taiichi Ohno, “Toyota Production System”9ABSAlcoa Business System2005 Alcoa Inc. Why is Standardized Work Important?Enables operators to have control over thei
12、r work designActs as a means of visual control to detect problemsServes as a foundation for continuous improvement10ABSAlcoa Business System2005 Alcoa Inc. How is Standardized Work Used?To identify and eliminate muda, muri, and muraTo detect problems and lock in improvementsMURA - UnevennessExtra pe
13、ople, equipment & materialsWNVAVAWNVAVAVANVAWOVER-PRODUCTIONCONVEYANCEMUDA - WasteWAITINGCORRECTIONPROCESSINGMOTIONINVENTORY Stretch Mill Saw Load parts Count parts Box parts Change tools Find parts Move partsValue AddedWaste Fix parts Wait for resources Make un-requested productNon-Value Added12345
14、679Time/Unit108MURI - OverburdenPeople: fatigue, injury, poor qualityMachines: breakdownsDEMANDCAPACITY11ABSAlcoa Business System2005 Alcoa Inc. What are the people challenges of implementing standardized work?12ABSAlcoa Business System2005 Alcoa Inc. Specific ObjectionsPerceived Problem #1: “Timing
15、 work is too much pressure.”Reality: Greater pressure results when theres no clear expectation of time.Perceived Problem #2: “My work is too complicated.”Reality: Work is more complicated when there is no common standard.Perceived Problem #3: “Standardized Work stifles creativity.”Reality: Creativit
16、y is either unapplied or exhausted on repetitive problems without a baseline to gauge success against.Perceived Problem #4: “Standardized Work is too detailed.”Reality: Problems are most easily solved at the detailed level before they become big, complicated problems.Perceived Problem #5: “No one pa
17、ys attention to my job, so Standardized Work is a waste of time.”Reality: It is difficult to understand a job without Standardized Work; however, when there is a crisis everyone pays attention to the job.13ABSAlcoa Business System2005 Alcoa Inc. Emotional IssuesFear of the unknown: Will I “succeed”?
18、Here is the work you need to do; here is how you will get help Fear of injustice: Will I be asked to do more than others?Here is the balanced work that is expected of everyone Fear of lost status: Will I diminish my significance if I share my successful methods?Here is the reward for sharing your id
19、eas - professional growth & team based successFear of meaningless work: Will my work matter?Here is the foundation for problem identification and problem solving14ABSAlcoa Business System2005 Alcoa Inc. Common causes of failed standardized work effortsLimited engagement of people during Standardized
20、 Work developmentSolutions forced from “above”Lack of Organizational SupportLeadership, technical, problem solvingMind Set that Standardized Work is the End GoalRoot cause problem solving driving improvements to meet business goals is not acknowledged as the ultimate goalInsufficient PreparationCrit
21、ical complexities in the people, products and processes overlookedImplementing to earlyExcessive instability in processes15ABSAlcoa Business System2005 Alcoa Inc. Basic steps to avoid pitfalls in implementation1.View the effort as a culture change, not as a technical project2.Plan carefully and mobi
22、lize organizational support for problem solving 3.Engage leaders deeply in the work design study and kaizen preparation4.Get the operators involved early and often; allow them to evolve into the process owners5.Do cascaded training from the business leaders through to the operators6.Build up peoples
23、 skills in standardized work carefully: lecture, class room simulation, simple shop floor example, target area7.Make assurances that no one will be laid off due to improvements8.Start solving simple problems that build good will with the people on the floor9.Have a disciplined check process that inv
24、olves leaders at all levels10.Be creative in rewards and recognitions for good work16ABSAlcoa Business System2005 Alcoa Inc. Work CategoriesWork TypesCycle Work Work steps repeated for every unit of productionPeriodic Work Work steps that do not repeat every unit of production, but occur with some f
25、requency, e.g. 1 out of every 10 partsUpset ConditionsFluctuation Variance in the cycle or periodic work performed compared to the standard (caused by problems with work motions and methods internal to their work design)Abnormal Event When production is stopped; caused by problems external to the wo
26、rk design No material Machine Breakdown No tool17ABSAlcoa Business System2005 Alcoa Inc. Cycle Work212313Cycle Time = 4/star414ShearStarFormCircleColorHeatCycle WorkCycle WorkTime LineTime Line11118ABSAlcoa Business System2005 Alcoa Inc. Periodic WorkShearStarFormCircleColorHeatCycle WorkCycle WorkI
27、nspect Star3/Star1x/5 StarsPeriodic WorkPeriodic WorkPackage Stars2/Pack1x/2-StarsPkg Stars2Periodic Periodic WorkWorkCycle Cycle WorkWork11111234Change Color8/Change Over1x/6 Stars124311111234Cycle Cycle WorkWorkTime LineTime Line19ABSAlcoa Business System2005 Alcoa Inc. 121111123411111234Pkg Stars
28、2341111123411111234Pkg Stars2Inspect Star1111123453Change Color111112346Pkg Stars281111123410 BehindFluctuationFluctuation311112342Walked Walked longer longer distancedistance2 Behind111123435FluctuationFluctuationPkg Stars2Had trouble Had trouble operating operating controlscontrols6 Behind41111234
29、4FluctuationFluctuationPart wouldnt Part wouldnt seat on seat on fixturefixture9 BehindInspect Star11111234FluctuationFluctuationPkg Stars39FluctuationFluctuationForgot Forgot work work stepstepHad Had trouble trouble reading reading gagegage11 BehindFluctuations20ABSAlcoa Business System2005 Alcoa
30、Inc. Abnormal Event123111213ShearStarFormCircleColorHeatAbnormal EventAbnormal EventShear bearing failure; Shear bearing failure; maintenance called to maintenance called to replacereplace20421ABSAlcoa Business System2005 Alcoa Inc. The 3 Elements of Standardized WorkTakt TimeWork SequenceStandard i
31、n-process stock22ABSAlcoa Business System2005 Alcoa Inc. Takt Time23ABSAlcoa Business System2005 Alcoa Inc. Work SequenceIs the effective sequence or flow of work elements in which people over a specified time transform raw materials into finished parts“refers to the sequence of operations, or the o
32、rder of operations in which a worker processes items: transporting them, mounting them on machines, removing them from machines, and so on” Ohno24ABSAlcoa Business System2005 Alcoa Inc. Standard In-process StockMinimum amount of stock in a process so work can be performed in the same sequenceEnables
33、 the separation of the person from a machineAllows smooth work flow between operators within a process cycle25ABSAlcoa Business System2005 Alcoa Inc. No Standard In-process Stock26ABSAlcoa Business System2005 Alcoa Inc. Standard In-process Stock27ABSAlcoa Business System2005 Alcoa Inc. Standardized
34、Work Forms and Supporting InformationStandardized Work FormsProduction Capacity SheetWork Combination TableWork ChartSupporting InformationObservation SheetBalance TableCycle Work and Periodic Work Analysis FormsProblem/Countermeasure ListImprovement Results Chart28ABSAlcoa Business System2005 Alcoa
35、 Inc. Flow to Developing Standardized WorkBalance ChartCycle Work Analysis ChartPeriodic Work Analysis ChartProblem Countermeasure ListCombination TableProduction Capacity SheetStandardized Work ChartCombination TableStandardized Work ChartCurrent Condition Standardized WorkCombination TableStandard
36、ized Work ChartTarget Condition Standardized WorkBalance ChartStandardized Work TrialsObservation SheetObservation SheetImplementation Results ChartKaizen TrialsJSAs & SOPsImplementation29ABSAlcoa Business System2005 Alcoa Inc. Example for completing formsSaw/Sand Operation30ABSAlcoa Business System
37、2005 Alcoa Inc. The Observation SheetWhatForm to record current condition of work: content, sequence, time, location, outcome of work stepsTool to note wastes, problems, and capture improvement ideas Analysis tool to begin calculations for Standardized WorkWhySee what people actually dodo we really
38、know what they do?Teach how to be a skilled observer: see wastes clearlyNotesObservation is a critical skill that requires training and practiceNon-stable cycles require more extensive data analysis and a different observation sheet is used31ABSAlcoa Business System2005 Alcoa Inc. ElementTotal Cycle
39、 Time:12345FluctSeq67Cycle WorkFrom/To:_/_ Date_Prepared by_Area:_ Takt Time = Time Available/Cust. Demand = _/_ _ = _Ideas/Notes/Abnormal EventDrawing and SequenceObservation Sheet Repeating CyclesDescription12345FreqPeriodic WorkPer CycleTotal Periodic Time:12124373101867124Cycle #2, Step #3 diffi
40、culty determining if lock hole dimension OK using tape measure to determine hole.Cycle #1, Step #6-Sander cycle = 10”5. Load Sander, start7. Unload, blow chips6. Wait for machine415105-78. Walk part to Holder9. Return to Saw6698Lock SawSanderOutIn4. Layout: Draw the work area layout; cover the entir
41、e range of operator movement; try to draw to rough scale.997. Total Cycle Time: Sum all element times.4. Walk part to Sander446. Comments: Note problems, ideas and abnormal work with times during observations reference work element #s.Cycle #1,Step #2-Lock Saw cycle = 24”1. Load stock, start3. Measu
42、re hole2. Wait for machine1515241-35. Work Element Location & Sequence: Enter work elements in order done and match to operator movements. Use solid lines to connect sequence steps.9. Lowest Repeatable: Circle the lowest repeatable time observed for cycle elements and periodic work.1. From/To: Enter
43、 the starting and finishing status of the product for this operation.Raw ExtrusionMachined Extr.2. Group, Date, Prepared by:Enter area studied or operation name, date and observers name.Saw & Sand1/1/XXJ. Reed3. Takt Time: Calculate Takt Time.25.2k” 150168”10. Fluctuation:Enter the difference betwee
44、n lowest repeatable and maximum times.2802521401082891224122610187616242810201461297112153402416181028782Cycle #3, Step #1 pick point varying based on material handler drop off point1b8. Periodic Work: Categorize work elements as either cycle or periodic, enter historic frequency of occurrence.P1-Pr
45、ogram C/O42.51/1501777P2-Gauge features300”1/560C/O program: 12.5 + get tools: 30 : Value Add 7P1P232ABSAlcoa Business System2005 Alcoa Inc. Balance ChartWhatForm to graphically show the amount of work operators have relative to each other and to takt timeWhyBalance each operators manual work to tak
46、t timeDesign respectable workNot over producing product that is not wantedNot under-utilizing talentsKeeping amount of work equitable between operatorsNot overburdening operatorUnderstand nature of operators work: Cycle versus PeriodicAssess level of instability: cycle fluctuationsMeasure effectiven
47、ess of layout: amount of walkingNotesMachine time not included on balance chart except when operator must be at machine (e.g. holding part or monitoring machine for problems while it is running)33ABSAlcoa Business System2005 Alcoa Inc. #C/O601201802403090150210Staffing Estimate = Cycle Work + Period
48、ic Work_ + _=Takt TimeC/O - 17”5. Periodic: Add up total periodic time. Break out change over as a separate bar.1-28”2-25”3-14”4 10”Walk-12”6. Fluctuation on Cycle Steps: Enter fluctuation for each cycle step.9. Staff Estimate: Divide the total Cycle and Periodic Time by the Takt Time to estimate to
49、tal operator requirements.826077168226”8. Worst Cycle Fluctuation: Add up Cycle, Periodic and Cycle Fluctuation Times and enter total at top of bar.Cycle: 60”Fluct: 89”Periodic: 77”7. Total Times: Add up and list total times for Cycle Work, Periodic Work, and Cycle Fluctuations.1. Bar Key: Color bar
50、 segments and label using key.Takt Time=168”10. Takt Time: Draw red line indicating the takt time based on the same units as the cycle times.2. Operators: Create a work balance bar for each operator list in the sequence of line flowSaw/Sand1-12”4-18”3 -4”2-12”3. Cycle Steps: List each step and minim
51、um repeatable time per step.Walk-14”4. Walk: Add up total walk time for cycle.34ABSAlcoa Business System2005 Alcoa Inc. Standardized Work Combination TableWhatChart that shows interaction between people, machine cycle times and takt timeWhyShow the interaction between operator work and machine cycle
52、Balance each operators work cycle to takt timeProvide a sense of pace to an operators workAssist in the design of an optimal work sequence Establish a “best practice” work standard to measure actual performance to and initiate problem solvingNotesTypes of wait time:Waiting for a machine to finishWai
53、ting within a step for another resource (another operator, material, tools, etc)Waiting because there isnt anything to doSequence versus Location based35ABSAlcoa Business System2005 Alcoa Inc. 153045607590105120 135150165180(Sec)24Unload, blow chips 18122Measure hole123Load Sander, start410WAITS.S.8
54、. Operator: Note operator doing work if more than one operator is put on same table.Jack Reed168”1503. Qty per Shift/Takt Time: Number of units required per shift and Takt Time4. Revision Date/Signature: Date of last revision and signature of person making change5. Work Element Key: Draw element tim
55、es via keys.2. Date/ Product: Signature of the S.W. originator and product made using S.W.Saw & SandRaw ExtrSander1/1/XXDoor FrameMachinist A1. Job and From/To: Area studied & beginning/ending state of the product.1Load stock, start2412WAIT6. Seq. # & Work Element: Enter sequence # and short descrip
56、tion of work elements. Walking and Waiting are not work elements.7. Work Element Times: List work and machine Times; walk time row overlaps work/machine rows to indicate movement between operations14469. Totals: Sum total Manual Work and Walk time and enter. Calculate wait time and enter (wait = Tak
57、t Time - (work + walk)108Takt time=168”Cycle Time=94”10. Cycle & Takt Time Lines: Mark and label cycle time with blue line and takt time with red line36ABSAlcoa Business System2005 Alcoa Inc. Standardized Work ChartWhatChart that shows the physical movement of operatorsContains references for safety
58、, quality checks and other critical itemsIndicates amount of standard in-process stock requiredWhyShows where the location of work should occurHelps to design sequence of work and cell layout for minimal motion and conveyanceNotesAvoid two operators crossing paths when designing work: facilitates di
59、viding work up for catch up or Takt Time Changes37ABSAlcoa Business System2005 Alcoa Inc. Takt TimeCycle TimeWorker # WorkersLock SawSanderMachined PartsRaw Material1-23-42. Layout and movements: Draw layout (to scale if practical), label equipment, number sequence steps of work, use solid lined arr
60、ows to show direction of movement and dotted line to show return to 1st step. Design work to avoid multiple operators crossing pathsSaw & Sand1/1/XXMachinist A1. Operation & Position: Enter area studied or operation name and operator title/position.5. Critical Item: Mark chart with critical informat
61、ion such as important equipment settings.7. Quality Check: Mark chart where quality checks are made.8. Safety Issue: Mark chart where potential safety issues exist or special safety instructions are referenced.6. Standard In Process Stock: Mark chart with areas of designed in-process stock.4. Cycle
62、Time: Enter Cycle Time for Standardized Work Steps. 3. Takt Time: Enter Takt Time for Standardized Work Steps. 168”94”9. Work #/# Workers: The worker # and total workers of the process1338ABSAlcoa Business System2005 Alcoa Inc. Production Capacity SheetWhatUsed in processes that incorporate machiner
63、y to determine production capacitiesWhyAssessment for ability of machining process to meet customer demand machine capacity versus takt timeIdentifies constraint operation39ABSAlcoa Business System2005 Alcoa Inc. Prod. Time/Day:_1. Manager/Asst. MgrEnter plant managers and assistant plant managers n
64、ames.4. Section/NameEnter the group or dept. and the name of the supervisor/team ldr.5. Daily Demand & DateEnter the daily demand of finished goods and the date the chart is prepared or revised.2. Part Number & Part Name Enter these for identification3. Unit Type & NumberEnter model that uses the pa
65、rts and the number of parts per finished productJohn DoeJim SmithDoor Frame1Door Fabrication1/1/XX300Top Punch6. Process SequenceEnter the sequence numer of machining process within the production process.7. Process NameEnter name of the machine or function: if a process is done by several machines,
66、 enter the capacity of each machine if more than one part is simultaneously processed on a a given machine, record this information if periodic work needs to be done, note its frequency8. Machine NumberEnter the machine identification numberSawSandClip PunchBottom PunchAir Seal AssemblyLock Assembly
67、Final Assembly11. Production CapacityMaximum capacity that can be processed within a fixed period of time. Enter bottleneck capacity at top.Available Production TimeTime to Complete per PieceSet Up TimeInterval between Changes=+1,3331,5718,4008,4002,8002,2919161,40091655362266624111110612. RemarksEn
68、ter shift available production time. Graph manual work, auto time completion times notate for clarity.6669. Time IntervalManual Work: Enter shortest repeatable timeAutomatic Processing Time: Record the time from the point machinery is started until processing is finishedCompletion Time: The total ti
69、me necessary for each machine or process to complete a part - = Manual + Auto time12243622103266661818222236365555(3)(6)(3)50,400”10. Tool ChangeInterval between changes: Record standard number parts processed before tools must be changed. Include changes due to tool wear only, not product changes.S
70、et Up Time: Minimum repeatable tool change time.1,500457,5001040ABSAlcoa Business System2005 Alcoa Inc. Problem/Countermeasure SheetWhatForm to capture problems, improvement ideas, value, and estimated time frame for implementationWhyConnect improvement ideas to value in Time, Cost, Quality and Safe
71、tyDrive accountability for implementation of ideasA way to organize and track improvementsNotesDraw/describe problems and potential solutions (root or temporary countermeasures) in the momentVery important to draw as much as possible41ABSAlcoa Business System2005 Alcoa Inc. 1Long C/O time searching
72、computer for CNC program on listPart 1:x=1, y=2Part 2:x=2, y=2Part 3:x=3, y=2Part 4:x=1, y=2Part 4:x=1, y=2Auto search feature to find specific CNC programSaw C/OWork: 12.5Freq: 1/150Per Cycle:5”Saw C/OWork: 1Freq: 1/75Per Cycle:1”JR(ABS)1/2Talked to systems; will have complete by tomorrow SawMechan
73、ic has design and has begun welding2Saw30Long C/O due to excessive walking to get tooling in cabinetToolsMove tools closer to operator using hanging rackToolsSawSaw C/OWork: 30Freq: 1/150Per Cycle:12”Saw COWork: 6Freq: 1/75Per Cycle:6”1/3GT(Maint)SawLong gage time and high gage frequency due to poor
74、 quality132456Freq1/5Process kaizen improve quality: reduce gage time + frequencyFreq1/10153PeriodicWork: 300Freq: 1/5Per Cycle:60”PeriodicWork: 100Freq: 1/10Per Cycle:10”2/1Quality & production to form joint team with ABS guidanceTG(Qual.)Saw1/1/XX42ABSAlcoa Business System2005 Alcoa Inc. SummarySt
75、andardized Work is the fundamental foundation for waste elimination and continuous improvementStandardized Work should be connected to the business case and be part of a system design43ABSAlcoa Business System2005 Alcoa Inc. Appendix: Blank FormsAlcoa Operations Management Consulting44ABSAlcoa Busin
76、ess System2005 Alcoa Inc. Ideas/NotesObservation Sheet Repeating CyclesFrom/To:_/_ Date_Prepared by_Area:_ ElementTotal Cycle Time:12345Takt Time = Time Available/Cust. Demand = _/_ _ = _FluctSeq67Cycle WorkDrawing and SequencePeriodic Work DescriptionTotal Periodic Time:12345FreqPeriodic WorkPer Cy
77、cle45ABSAlcoa Business System2005 Alcoa Inc. Observation Sheet Non-Repeating CyclesFrom/To:_/_ Date_Drawing and SequenceIdeasPrepared by_Area:_ ElementTakt Time = Time Available/Cust. Demand = _/_ _ = _SeqCycle WorkTimeP/A*Notes46ABSAlcoa Business System2005 Alcoa Inc. Date: _ Area: _ 47ABSAlcoa Bus
78、iness System2005 Alcoa Inc. Date: _ Date: _ Area: _ 48ABSAlcoa Business System2005 Alcoa Inc. #C/OStaff Estimate = Cycle Work + Periodic WorkTakt Time * # Operators_ + _ * _=Date: _49ABSAlcoa Business System2005 Alcoa Inc. 50ABSAlcoa Business System2005 Alcoa Inc. Takt TimeCycle Time51ABSAlcoa Business System2005 Alcoa Inc. Prod. Time/Day:_52ABSAlcoa Business System2005 Alcoa Inc. 53ABSAlcoa Business System2005 Alcoa Inc. 54ABSAlcoa Business System2005 Alcoa Inc. 55ABSAlcoa Business System2005 Alcoa Inc. 56
