1、The Lean Enterprise Standardized Operations/ Standard WorkLean FoundationsContinuous Improvement TrainingLearning ObjectivesGenerate Ideas to Improve Existing ProcessUtilize Expertise of all Team MembersPrioritize and Implement the ChangesIdentify Future Process ImprovementsIdentify three advantages

2、 of standardizing operations in your areaLearning ObjectivesImprove your work area utilizing Standardized OperationsKaizen your area with simple, effective changes Share key learnings with othersBy-Products of unorganized WorkplaceSafety risks due to physical obstacles and hidden hazardsProduct defe

3、cts and equipment breakdowns resulting from a dirty environmentLost productive time searching for material & toolsPoor customer responsiveness and incorrect shipmentsDifficulty in distinguishing between what is good/ bad or needed/ unneeded Goals of StandardizingCapture and use the safest, best and

4、easiest methodBuild safety, quality, WIP limits & productivity into the processChange easily (Continuous Improvement Mentality)Identify Areas of Waste Opportunities Any opportunities here? Waste The elements of work that add no value.Waste only adds cost and time. Things to remember about Waste Wast

5、e is not the problem; it is a symptom Waste points to problems within the system (At both process and value stream levels) We need to find and address the cause of WasteSimply, Standardization is the. FastestBestSafestmethod to do your job !Standardization incorporates Visual Management techniques B

6、enefits of StandardizationTeamworkEveryone is able to participate and make improvementsCommunicationImproved relations between workers and between workers and managementEducationImproved problem solvingBenefits of StandardizationAwarenessUnderstanding of broad issues and objectivesConfidenceStronger

7、 feelings of self worthEmpowermentIncreased control over the job and work environmentProvides Benefits to All EmployeesSuccess of the company safer operations and better personal job securityImproved quality of life in the workplaceImprovement in solving problems, making decisions and improving prod

8、uct quality due to shorter time framesControl/ ownership over the improvements in your process/ job function3 Elements of Standardized Operations/ Standard Work Machine Utilization Work Sequence Standard Work-In-Process StockMachine UtilizationDocument Best MethodsTime: Balance/ FairnessTime: Baseli

9、ne for Continuous ImprovementResponsibility: OperationsMethods StudyDocument Best MethodsTime: Balance/ FairnessTime: Baseline for Continuous ImprovementResponsibility: Operations BMinSplit (1)00002.000000.00LapRecallTime Elapsed From Start to Current Operation Lap Time Lap Time Between Operations S

10、plit/Lap Time/Set ResetRecallModeStartStopSelectADC1/100 Methods Study Refer to Lean tools ModuleTime Observation Sheet - exampleMeasure Waste With Data Examine and analyze “Time” in 3 areas People:Time in a Typical Plant Materials:Time in a Typical PlantTime in a Typical PlantMachines:Waste:waiting

11、formaterials,watching machinesrun,producingdefects,looking fortools,fixingmachinebreakdowns, producing unnecessary items, etc.Waste:transportation,storage, inspection and rework.Waste:unnecessarymovementof machine,setuptime,machinebreakdown, unproductivemaintenance,producing defectiveproducts,produc

12、ingproducts when not needed, etc.WasteValue-Added Portion of TimeWasteValue-Added Portion of TimeWasteValue-Added Portion of Time People:Time in a Typical PlantWaste:waitingformaterials,watching machinesrun,producingdefects,looking fortools,fixingmachinebreakdowns, producing unnecessary items, etc.W

13、asteValue-Added Portion of TimeMeasure Waste With “Time”People Best Practices Demand adherence to standard operations Document your standard operations Train to achieve consistent performance Record key measures daily Keep measures continually updated Materials:Time in a Typical PlantWaste:transport

14、ation,storage, inspection and rework.WasteValue-Added Portion of TimeMeasure Waste With “Time”Materials Best Practices Distribute work evenly by volume and variety to allow smaller orders by the customer Understand customer demand of products Implement continuous flowTime in a Typical PlantMachines:

15、Waste:unnecessarymovementof machine,setuptime,machinebreakdown, unproductivemaintenance,producing defectiveproducts,producingproducts when not needed, etc.WasteValue-Added Portion of TimeMeasure Waste With “Time”Machines Best PracticesMeasure/ Manage Equipment States: Production Time Downtime Set-up

16、 Time Non-production timeTakt TimeDefinition: The “beat” of production - or -Customer demand stated in time Work Time Available Average DemandSynchronizes Pace of Productionto Match Pace of SalesRate for producing a product, and itscomponents, based on sales rate.Takt TimeYour Operating Time per Shi

17、ftCustomer Requirement per ShiftTakt Time =27,000 sec460 pieces= 59 sec59 sec.59 sec.59 sec.Calculating Takt Time1 shift = 8 hours x 60 min = 480 minBreaks = 30 min / shift480 min - 30 min = 450 min / shift availableTakt Time=Time Available in 1 day Number of Units Sold that DayTakt Time=1 shift x 4

18、50 min / shift x 60 sec 900 Units SoldTakt Time =27,000 sec=30 sec/unit 900 unitsLine Takt Time=30 sec/unit x 90% = 27 sec/unitTakt Time / Cycle TimeUse Bar Chart to Eliminate WasteRe-balance Work Loads/ Tasks3 Elements of Standardized Operations Machine Utilization Work Sequence Standard Work-In-Pr

19、ocess StockWork Sequence - exampleProducts are made using consistent “best” methodsThese best methods are followed by the teams as the baseline for the next improvementProcessInputsOutputs All work is the result of a process A process is comprised of Activities A process has owners and accountabilit

20、iesWho supplies?To what specsWho specifiesHow often; by whenWhat QC existsWho are the customers?Are their needs met; what changes are wantedHow do they use the outputsWhat measures are usedWho performs the tasks?How often; by whenHow long does it take; level of effortWhat problems existHow are they

21、correctedWhat QC existsInformation management technologyProcess Documentation Set (IPO)Standardized Operations Improvement Questions There are 3 levels of Process Detail What follows is a extensive list of Questions to ask at each level and with each action during the Process Analysis team activitie

22、sProcess BoundariesWhat activities or events begin (trigger) the process?What activity or event ends the process?Who are the departments/groups involved (swim lane titles)What is the operating cycle of the process? How long does it take? Is is done periodically? Or on demand?Level 1 Process DetailPr

23、ocess BoundariesHow (direct, indirect) is the process owned and by whom (sole or shared ownership) Where and how is ownership defined?How is functional reporting aligned to the process or activity sub sets? (i.e. if you own it, can you control it?)Which process activities are mission critical?Level

24、1 Process DetailExample of Level 2 Process Map (swim lane)Weekly Planning - Process MapMaintenance ManagementSuppliers, Performers, and CustomersWho is involved in this process?Who supplies the information to the process?Who uses the information?Who receives the information?Level 2 Process DetailPer

25、formers of the process(Customers)Information(SuppliersOr Customers)Upstream ProcessDownstream ProcessProcess Measures and Calculation DefinitionWhat are the process measures?How are they used?What are the specific measures for the individual process activities?What considerations does the process ow

26、ner use to judge the process?Level 2 Process DetailProcess Measures and Calculation DefinitionWhat process metrics and stats do you get from other plants? What else would you like to get?Do you feel the present process measures reflect, accurately, the operation of the plant and its production varia

27、nces?What process measures are monitored daily; weekly; monthly; annually?Level 2 Process DetailInformation Management Technical DimensionsWhat software (commercial, home grown) tools are used for each activity?control, monitoring, reporting, remediationWhat hardware platforms are those software pie

28、ces resident on (LAN, WAN, PC)?If information is transmitted off-site, which network is it done on?Level 2 ProcessInformation Management Technical DimensionsWhat volume and frequency of use is required of the network?Who supports the software in the plant?Who supports the hardware in the plant? What

29、 problems have been encountered in the recent past with software or hardware?How was the problem rectified and how well?Level 2 ProcessProblems, Issues,and Changes Required to current processWhat problems exist with the process and where?Where do most of the difficulties arise?What are the impacts/c

30、onsequences of these problems?When problems arise, how are they currently resolved?Who is responsible for resolving these problems?Level 2 ProcessProblems, Issues,and Changes Required to current processAre the problems information related or operationally related?Can these problems be resolved by re

31、defining the process?What improvements do you require for this process? (enhancements)What is the perceived benefits of the changes?Level 2 ProcessDeployment (roles & responsibilities)For each activity, what is the role of the individuals involvedHow is each person involved in the process (RACI)How

32、much time is spent on each activity by each personIs the role and responsibility level suited to that persons skill levelLevel 2 ProcessLevel 3: Process Activity Sequence What are the activities (sequence) in each box of the preceding level 1 diagram?What is the elapsed time for the whole process: w

33、here are there critical due dates?Which are key activities; which are support activities? (internal view)Which processes are sequential and which are parallel?Level 3 Process DetailLevel 3: Process Activity Sequence Are there any checkpoints in the process - where?How is failure mode evident in the

34、process or at critical activities?What are the rework or failure correction activities? Which activities are valued added vs non value added? (external view)Level 3 Process DetailLevel 3: Activity Inputs, Processing and OutputsFor each of the activities,What are the inputs, procedures, and outputs:

35、who is involved?Documentation examples relevant to the process areasWhat internal quality control mechanisms are employed in these processes? (e.g. error feedback)Level 3 Process DetailLevel 3: Activity Inputs, Processing and OutputsFor each of the activities, How long does one cycle take for each p

36、hase - input, processing, output? Who owns the process? (individual, group) Is this the correct individual to own the process? (i.e. suited to their skill level)Level 3 Process DetailLevel 3: Decision Points or Audit ControlsWhat decisions are made in the process? (logic of the decision is level 3)W

37、here are the key decision points made during the process (level 2)?Who has authority for making those decisions (what, where, whom)?Level 3 Process DetailLevel 3: Decision Points or Audit ControlsIs there data integrity provided in the process; if yes how is it provided?Are there audit control point

38、s in this process?Who performs the audit process (and how frequently)?What is done with the audit information - is there follow-up?Level 3 Process DetailExample Level 3: Maintenance ManagementThere are 4 activities the product can be engaged inTransportation 2 %Product/ Process ActivityStorage 80 %“

39、World-class” What are the barriers to adding value to the work sequence?Work Sequence Best PracticesBalance the Work Load Among EmployeesReduce the Walking DistancesKeep Only the Necessary Quantities of In-Process Stock at the Work StationAutomate Machine Feed and EjectionChange the Height, Angle or

40、 Location of the Part RacksChange the Work SequenceUse “Two-Handed” Work Where PossibleReduce the Manual Adjustments Necessary to Make Different PartsUse Specialized ToolsDevelop Countermeasures to Prevent DefectsWork Sequence: Key Future State QuestionsDemandTakt time ?Material flowWhere can we use

41、 one-piece flow ?Where can we use FIFO (first in- first out) ?Where do we have to use supermarket-based pull ?Information FlowAt what single point in production, can we do trigger production ?How much work do we release and take away ?How do we level the production mix ?Supporting Improvement Initia

42、tivesWhat other process analysis techniques could we utilize?e.g. - TPM (OEE,uptime), Poka-Yoke (mistake proofing), Changeover3 Elements of Standardized Operations Machine Utilization Work Sequence Standard Work-In-Process StockStocking Strategy Design ApproachThe key to designing the “right” stocki

43、ng strategy is to understandDemand VariabilityCustomer lead time expectationInternal process flexibility (part location/value considerations)Outside processingBOM level changesDistribution Centers One to many/ many to oneGeneric to unique differentiation points and then design to these requirements/

44、 constraints (examples follow)Demand VariabilityBecause customer demand has variability, we must buffer inventory to compensate.This chart shows an “extreme” amount of variability in demand, but for many companies this is not “out of the ordinary”.demand profilePurchasingSupply Chain vs. Customer Wi

45、ndowWe typically buffer finished goods when the marketplace (customer) expects a shorter lead time than our process(es) can deliver.Stocking Strategy comes into play in understanding where and what mix of “finished” goods to place in strategic buffers.Where is the Customer Window ?Order EntryShippin

46、gStrategicBuffer?Manufacturing Cycle TimeStrategicBuffer?StrategicBuffer?StrategicBuffer?CustomerAssemblyCustomer “sees” entire lead time (procure + process)Low volume, custom ordersSlow response timeLeast riskInventory is purchased for a specific orderImmediate response (e.g., spares)High volume, s

47、table demandMarket requirementHighest risk for obsolescence, etc.Customer “sees” full process timeFab time for spares, fab & assy for completesQuick response (some lead time acceptable)Less riskInventory is typically more flexible (e.g. castings)Strategic Buffer LocationsProduct Stocking Strategy De

48、finedProcurementFabricationCustomer “sees” only the (short) assembly timeGood option for maintaining stock of flexible componentsPass through for high volume sparesModerate risk for obsolescenceCustomerStrategic Buffer Locations Inflexible to Flexible ProcessesWCT A WCT BValue at B Value at AFlexibi

49、lity of Inventory of A vs BABStrategic Buffer Locations Flexible to Inflexible ProcessesWCT A WCT BThe larger batch requirements for loop B make an intermediate buffer unattractiveProcess BProcess AIn-House OperationsOutsideProcessingStrategicBufferStrategic Buffer Locations Outside ProcessingBuffer

50、s against vendor uncertainties / deficienciesBOM Level Changes / Differentiation PointsMajor assembly points may be good strategic buffer locationsComponent parts are typically flexible, while assembly may make parts uniqueComponent aComponent bComponent cComponent dFinal AssemblyStrategic BufferDCM

51、in Ship (min SS)DCMin Ship (min SS)DCMin Ship (min SS)Distribution CentersOne to ManyUnless DC to DC transfers make sense, cycle stock and safety stock should remain at common locationMinimizes distribution inventory by taking advantage of volume smoothingCycleStockSafety StockOne facility supplying

52、 multiple Distribution Centers (DCs)CustomerDCSafety Stock + Min ShipDistribution CentersMany OneMultiple facilities supplying a single Distribution Center (DC)Since the destination is a constant, storing cycle stock at the DC should allow a reduction in the safety stock levelCycleStockCycleStockCyc

53、leStockDCSafety Stock + Min ShipDCSafety Stock + Min ShipDCSafety Stock + Min ShipDistribution CentersMany to ManyEffectively works the same as one to manyMultiple facilities supplying multiple Distribution Centers (DCs)Stocking Strategy Best PracticesGather data and review to understand current mar

54、ket lead time expectations Gather data to understand customer expectations by product / segmentGather data and review to understand current ability to meet market and customer expectationsPerform product rationalization on existing productsPerform 80/20 analysis (Pareto) on products to understand wh

55、at is shipped and whenDevelop stocking strategy by product group/ line to meet market and customer expectationsStandardized WIP Stock Supermarket exampleSupermarket Pull SystemFollowing processes go to preceding processesand withdraw what they need when they need it.Preceding processes produce what is taken away.Purpose: - A way to control production between flows - Gives production instruction without schedules“Customer” Process“WITHDRAWAL”KanbanWithdrawnProductSupplyingProcess“PRODUCTI