I Sfandord Work

FOR THE SHOPFLOOR

1 SHOPFLOOR S E R I E S I
 I VALENCIA 1

Tipo prestarno ....,.. .G...-

O 2002 by Productivity Press, a division of The Kraus Organization Limited

All rights reserved. No part of this book may be reproduced or utilized in any form or by Publisher's Message
any means, electronic or mechanical, including photocopying, recording, or by any infor-
mation storage and retrieval system, without permission in writing from the publisher.
Getting Started
Most Productivity Press books are available at quantity discounts when purchased in The Purpose of This Book xi
bulk. For more information contact our Customer Service Department (888-319-5852). What This Book Is Based On xi
Address all other inquiries to: xii
Two Ways to Use This Book
Productivity Press xii
How to Get the Most Out of Your Reading
444 Park Avenue South, 7th Floor
New York, NY 10016 Becoming Familiar with This Book as a Whole xi i
United States of America Becoming Familiar with Each Chapter xi i
Telephone: 212-686-5900 xiii
How a Reading Strategy Works
Fax: 212-686-5411
E-mail: [email protected] Using the Margin Assists xiv
ProductivityPress.com An Overview of the Contents xiv

Cover concept and art direction by Stephen Scates Chapter 1.Standards and Beyond
Cover illustration by Gary Ragaglia
Content development by Diane Asay, Leanwisdom What Is a Standard?
Page design and composition by William H. Brunson, Typography Services
Characteristics of Standards
Printed and bound by Malloy Lithographing, Inc. in the United States of America
Sources and Types of Standards
What Is Standardization?
Library of Congress Cataloging-in-PublicationData What Is Standard Work?
Standard work for the shopfloor /created by the Productivity Press Development Team. Lean Manufacturing Methods = Standard Processes and
p. cm. - (Shopfloor series) Reliable Methods
Includes bibliographical references.
Standard Work Is the Culmination of Lean Production
ISBN 978-1-56327-273-8 (pbk.)
1. Production management. 2. Total quality management. Prerequisites of Standard Work
I. Productivity Press Development Team. 11. Series. Standard Work Drives Further lmprovement
TS155 .S7578 2002
658.5-dc21
A Culture of Continuous lmprovement
The Benefits of Standardization and Standard Work
For the Company
For the Operator
In Conclusion
Summary
Reflections
I CONTENTS I CONTENTS

Chapter 2. Standardization 13 Ten Guidelines for Maintaining Standard Work

In Conclusion
The Path to Reliable Methods
Summary
Types of In-House Standards
Reflections
100 Percent Adherence to Reliable Methods
Communicating In-House Standards Chapter 4. Applications of Standardization and
Manuals Are Often Not Designed for the User Standard Work 59
Revisions Are Unsystematic
Applications of Standardization
Information Is Not Consistent with Lean Production Methods
New Employee Training
What to Include in Standards Documentation
Quality Design
Technical and Process Standards Sheets
Evaluating lmprovement Ideas
Equipment Manuals
Production Management
The Value of User-Friendly Standards
Decision-Making
Creating and Maintaining Improvements to Standards
Applications of Standard Work
How Do You Create Standards and Standard Operations?
Production Management for Small Lots and Level Loads
Stages of Standards lmprovement
Satisfied Employees
A Review of the Process Analysis Tools
In Conclusion
In Conclusion
Summary
Summary
Reflections
Reflections

Chapter 5. Reflections and Conclusions 77

Chapter 3. Standard Work
An Implementation Summary for Standard Work
Takt Time
Reflecting on What You've Learned
Cycle Time
Opportunities for Further Learning
End-of-Line Rate
Conclusions
Standard Work Sequence
Additional Resources Related to Standardization
Cell Staffing (Line Balancing and Full Work)
and Standard Work
Standard Work-in-Process Inventory (WIP)
Books and Videos
Four Steps to Standard Work
Newsletters
Step One: Create a Parts-Production Capacity Worktable
Training and Consulting
Step Two: Create a Standard Operations Combination Chart
Website
Step Three: Create a Work Methods Chart
Step Four: Create a Standard Operations Chart (Standard Work Sheet) 85
About the Productivity Press Development Team
Additional Activities
Create a Visual Display of the Charts
Create a Standard Operations Pointers Chart
lmprovement of Operations for Standard Work
vii
Publisher's Message

Any company that is a leader in today's marketplace understands

the importance of basic standards-rules for what is acceptable
and what is not-in practices, processes, product quality, employ-
ee policies, customer relations, and so on. Standard work charac-
terizes such an organization, in both its management and manu-
facturing activities. Moreover, the company practices standardiza-
tion-it has processes for creating standards and standard work,
for communicating them clearly, for maintaining and adhering
to them, and for encouraging their continual examination and
improvement.
In manufacturing operations, standard work is a key element in
eliminating process waste and excess inventory and in achieving
balanced and synchronous production. Standard Work for the
Shopfloor has been written specifically to help your organization
apply standards, standardization, and standard work to its manu-
facturing processes. However, throughout the text there is also
guidance for how management can support these initiatives.
The information in Standard Work for the Shopfloor is presented
in a highly organized and easy-to-assimilate format. There are
numerous illustrations to reinforce the text. Margin assists call
your attention to key points and other important features. And
throughout the book you are asked to reflect on questions that
will help you apply these concepts and techniques to your own
workplace. Each chapter has a summary for quick review.
The "Getting Started" section suggests reading and learning
strategies, explains the instructional format of the book, and gives
you an overview of each chapter. Chapter 1 defines the key con-
cepts and explores the elements of a continuous improvement
culture. Chapter 2 looks at standardization by discussing the
importance of clear communication and guiding you through the
stages of creating, maintaining, and improving standards. Chapter
3 focuses on standard work and discusses its important elements
and formulas. In four steps-using four key tools-it explains how
to achieve standard work. It also gives guidelines for how to main-
tain your standard operations. Chapter 4 furnishes several helpful
 PUBLISHER'S MESSAGE

examples of the applications of standardization and standard

work. Finally, a summary for implementing standard work is pro- Getting Started
vided in Chapter 5, along with numerous resources for learning
more about standardization and standard work.
To be competitive in today's marketplace, you absolutely cannot
afford to let rules and work processes be haphazard or become The Purpose of This Book
customary by default. You must give conscious, quality attention
to applying standards, standardization, and standard work to your Standard Work for the Shopfloor was written to give you the infor-
manufacturing processes. Standard Work for the Shopfloor shows K e y p. ln t mation you need to participate in implementing standardization
you how. and standard work in your workplace. You are a valued member
of your company's team; your knowledge, support, and participa-
Acknowledgments tion are essential to the success of any major effort in your
The development of Standard Work for the Shopfloor has been a organization.
team effort. Judith Allen, now Vice President of Product You may be reading this book because your team leader or man-
Development for Productivity Inc., initially spearheaded the ager asked you to do so. Or you may be reading it because you
expansion of the Shopfloor Series, including this title. As think it will provide information that will help you in your work.
Publisher, I will continue to bring important and needed topics to By the time you finish Chapter 1, you will have a better idea of
this series. Special thanks are due to Diane Asay of Leanwisdom how the information in this book can help you and your company
for shaping and writing the content. Stephen Scates of eliminate waste and serve your customers more effectively.
Graphiquorum Design Services created the cover design, with
cover illustration provided by Gary Ragaglia of Metro Design. What This Book Is Based On
Mary Junewick coordinated the many project tasks and did the BACKGROUND

copyediting. Lorraine Millard created the numerous illustrations. --- This book is about an approach to implementing standardization
Guy Boster created the cartoons. Typesetting and layout was and standard work methods designed to eliminate waste from pro-
done by Bill Brunson of Typography Services. Mike Ryder was duction processes. The methodsand goals discussed here are -
our proofreader. And Bob Cooper managed the print process. closely related to the lean manufacturing system developed at
Finally, thanks to Karen Gaines and Michael 07Neillof the Toyota Motor Company. Since 1979, Productivity, Inc. has
marketing department for their promotional efforts. brought information about these approaches to the United States
through publications, events, training, and consulting. Today, top
We are very pleased to bring you this addition to our Shopfloor companies around the world are applying lean manufacturing
Series and wish you continued and increasing success on your principles to sustain their competitive edge.
lean journey.
Standard Work for the Shopfloor draws on a wide variety of
Productivity's resources. Its aim is to present the main concepts
Maura May and steps of implementing standards in a simple, illustrated for-
Publisher mat that is easy to read and understand.
 GETTING STARTED GETTING STARTED

Two Ways to Use This Book 3. Now read the chapter. How long this takes depends on what you
already know about the content and what you are trying to get out
! There are at least two ways to use this book:
1. As the reading material for a learning group or study group process
of your reading. Enhance your reading by doing the following:
Use the margin assists to help you follow the flow of information.
within your company.

~
If the book is your own, use a highlighter to mark key informa-
2. For learning on your own. tion and answers to your questions about the material. If the
book is not your own, take notes on a separate piece of paper.
Your company may decide to design its own learning group Answer the "Take Five" questions in the text. These will help
process based on Standard Work for the Shopfloor. Or, you may you absorb the information by reflecting on how you might
read this book for individual learning without formal group dis- apply it to your own workplace.
cussion. Either way, you will learn valuable concepts and tech-
niques to apply to your daily work. 4. Read the "Summary" at the end of the chapter to reinforce what
you have learned. If you read something in the summary that you
don't remember, find that section in the chapter and review it.
How to Get the Most Out of Your Reading
5. Finally, read the "Reflections" questions at the end of the chapter.
Becoming Familiar with This Book as a Whole Think about these questions and write down your answers.
There are a few steps you can follow to make it easier to absorb How a Reading Strategy Works
the information in this book. Take as much time as you need to
become familiar with the material. First, get a "big picture" view When reading a book, many people think they should start with
of the book by doing the following: the first word and read straight through until the end. This is not
usually the best way to learn from a book. T h e steps that were just
1. Scan the "Table of Contents7'to see how Standard Work for the
presented for how to read this book are a strategy for making your
Shopfloor is arranged.
How-to Steps reading easier, more fun, and more effective.
2. Read the rest of this introductory section for an overview of the
book's contents. Reading strategy is based on two simple points about the way
--- people learn. T h e first point is this: It's difficult for your brain to
3. Flip through the book to get a feel for its style, flow, and Key
absorb new information if it does not have a structure to place it in.
design. Notice how the chapters are structured and glance at the As an analogy, imagine trying to build a house without first
illustrations. putting up a framework.
Becoming Familiar with Each Chapter Like building a frame for a house, you can give your brain a
/I
I After you have a sense of the overall structure of Standard Work framework for the new information in the book by getting a n
for the Shopfloor, prepare yourself to study one chapter at a time. overview of the contents and then flipping through the materials.
For each chapter, we suggest you follow these steps to get the Within each chapter, you repeat this process on a smaller scale
I
I'
most out of your reading: by reading the overview, key points, and headings before reading
m 1. Read the "Chapter Overview7'on the first page to see what the
the text.
mm - chapter will cover. T h e second point about learning is this: It is a lot easier to learn if
.
-
HOW to Steps
,., ,., you take in the information one layer a t a time, instead of trying to
2. Flip through the chapter, looking at the way it is laid out. Notice
absorb it all a t once. It's like finishing the walls of a house: First
the bold headings and the key points flagged in the margins.
you lay down a coat of primer. When it's dry, you apply a coat of
paint, and later a final finish coat.

xii xiii
 GETTING STARTED GETTING STARTED

Using the Margin Assists Chapter 1:Standards and Beyond (pages 1-12)
As you've noticed by now, this book uses small images called Chapter 1 defines the key terms: standard, standardization, and
margin assists to help you follow the information in each chapter. standard work. It explores the elements of a continuous improve-
There are six types of margin assists: ment culture and describes standard work as the culmination of
lean production implementation.
Background
Chapter 2: Standardization (pages 13-33)
Information Sets the stage for what comes next
Chapter 2 describes standardization in more detail, discusses the
importance of clear presentation of information about standards
and how to adhere to them, and walks through the critical steps
Key Term Defines important words of creating, maintaining, and improving standards.
Key Term
Chapter 3: Standard Work (pages 35-57)
Chapter 3 defines standard work and describes the key formulas
Key Point Highlights important ideas to remember for calculating takt time, end-of-line rate, work sequence, stan-
Key P o i n t dard work-in-process, and cell staffing through line balancing. It
then details a four-step process of establishing standard opera-
;-?&
&
Q&
- *-Pw&
=m-*- tions, and describes how to use the various tables and work sheets
.g&
b;<p-2)
#a
- Example Helps you understand the key points to create standard operations.
. . . :A %pp.
Example
Chapter 4: Applications of Standardization and
'=a, Standard Work (pages 59-76)
3%
..--=-c New Tool Helps you record data or apply what
s,.ap2s--
S=8-
Chapter 4 provides several examples of the applications of stan-
New TOO! you have learned dardization and standard work. Applications to employee training,
S*
68p'&s
design, making improvements, production management, and
.Q"-
B-&&"

How-to Steps Indicates the sequence for decision-making are discussed. Production management for small
-
%g3:
a *
improvement action lots and level loads is also discussed.
How to S t e p s
Chapter 5: Reflections and Conclusions (pages 77-84)
Chapter 5 presents reflections on and conclusions to this book.
An Overview of the Contents It includes a summary of the steps for standard work implementa-
Getting Started (pages xi-xv) tion. It also describes opportunities for further learning about
techniques related to standardization and standard work.
This is the section you have been reading. It has already
explained the purpose of Standard Work for the Shopfloor and
how it was written. Then it shared tips for getting the most out
of your reading. Now, it will present a brief description of each
chapter.

xiv
 CHAPTER 1 STANDARDS AND BEYOND

What Is a Standard? Sources and Types of Standards

1\. .
h;e?&-*i.#m~,,i
Key Term
" standard is a rule or example that provides clear expectations.
Continuous improvement methods depend on identifying, set-
There are three sources of standards:
1. Those based on authority, custom, or consensus that continually
ting, and improving standards. Without an initial standard, how evolve over time.
can you measure the effectiveness of the improvements you make 2. Those based on scientific data or experience that change, but
to achieve that standard? How can you improve the standard? more slowly.
How can you set additional goals and know if you have achieved
them? Standards form the baseline for all improvement activities, 3. Those based on technical specifications that tend to remain constant.
and they define the breakthrough goals you strive to achieve as Figure 1-1 shows many types of quality standards that exist in the
your continuous improvement activities gain momentum. flow of work. This book focuses primarily on in-house standards.
In manufacturing, standards are applied to two aspects of
production:
1. Product specifications and quality, to eliminate defects in products.
2. Production process analysis and improvement, to eliminate all
process waste, which also includes defective products.

Characteristics of Standards
Standards must be specific and scientific-meaning that they are
Key Point based on facts and analysis, not on custom, guessing, or memory.
-- Standards must be adhered to; they are useless if no one follows What Is Standardization?
K e y Point them. For a standard to be a standard, it will be consistently fol-
Standardization is the practice of setting, communicating, follow-
lowed and resbected.
I
Key Term ing, and improving standards. Manufacturing processes depend on
%
SWW
- - An example of a standard in traffic regulation is a red light at an standardization. It promotes consistency through uniform criteria
-g!!&% intersection. What makes this a standard is that people actually and practices. In 5S, the fourth S is "standardize7'-make rules for
Example
111''
1~1//~1 stop when the light turns red. Accidents occur when the standard maintaining the improvements achieved in the first three Ss. First
'i; is not followed. you improve your process, then you standardize it: you define the
Ill Y@$Y
Ill - - Another example is a four-way stop sign. When two cars come to process so that everyone knows what it is and can follow it.
I!
l/ _&"%* k an intersection at once, the person on the right has the right-of- In continuous improvement you measure the effects of your
Example
way. If the two drivers don't know this rule, then they may sit improvements in relation to the results of the initial standard. If
there for a long time wondering what to do, or they both may go you get better results with the improved process, then the standard
at once and cause an accident. can be changed. If the results are not better, the standard should
remain. In this way, standards require you to prove, with facts,
49k-m
9&giv - This describes a third characteristic of standards-standards must
that the changes you make actually improve the process. Without
Key Po~nt be documented and communicated so that people will know what
the standard to measure against, there would be no process you
they are and can follow them.
could depend on, and no way to know how to improve it or
whether or not you had improved it. This process of continually
Key Polnt improving the standards is the path to reliable methods-the
 I STANDARDS AND BEYOND 1

efective and efjczcient sequence of operations that is a key compo-

nent of standard work.

Ca@#&>
Key point
Everyone must practice the standards consistently before standard-
ization truly exists. Consequently, standardization depends on
user-friendly language, pictures, or symbols to communicate the
standard. It must be easy to see and understand-what the standard
is so that everyone can learn to practice it. When 100 percent
adherence to reliable methods occurs, you have standardization.
In Figure 1-2 you can see that there are a number of levels to
achieving standardization throughout the organization for its full
benefits to be felt. Most organizations have achieved levels 1 and
2 -the bottom two rungs of the ladder of standardization. When
lean production is implemented and standardization of these reli-
able methods is achieved, standards are built into the objects of
production themselves as shown in the third, fourth, and fifth
rungs of the ladder. Standardized management methods are the
final rung of the standardization ladder.

xtep-by-sfep Direction of improvement

standardization

Figure 1-2. The Implementation Ladder of Standardization

Figure 1-1.Flow of Work and Types of Quality Standards

 CHAPTER 1 1 STANDARDS AND BEYOND 1

Aspects of standardization are described in greater detail in Standard Work Is the Culmination of Lean Production
Chapter 2.
Standard work follows the implementation of cellular manufac-
turing and the initiation of pull production. Once these lean pro-
What Is Standard Work? duction methods are in place in your factory, standard work can
Y 7 be used to maintain them. Standard work, in other words, is the
k**ed$m~
r Standard work is an agreed-upon set of work procedures that estab- .
Key Term lish the best and most reliable methods and sequences for each final stage of implementing lean production.
process and each worker. It is also a method that helps determine Prerequisites of Standard Work
those methods and sequences. Standard work aims to maximize
performance while minimizing waste in each person's operation Implementation of all the other tools in the lean production
and workload. Standard work is not a rigid "work standard" that method is consequently the prerequisite to implementing stan-
- never changes; rather, standard work is the fluctuating level of dard work. They are:
aLw
Key l
optimum work to be done by people and machines each day to 5s and visual control
meet customer demand. It is determined precisely, through a series
Quick changeover
of calculations, so that takt time can be adhered to by each opera-
tor and every line or cell. Optimum work in process and inven- Mistake-proofing
tory levels, cycle time, and cell layouts are all considered in the Total productive maintenance (TPM)
standard work method.
Jidoka-human automation
Lean Manufacturing Methods = Standard Processes Cellular manufacturing
and Reliable Methods
Pull production with kanban
- Standard work is a tool used in cellular manufacturing and pull Load leveling and line balancing
Key ~ o n t production to best utilize people and machines while keeping the
rhythm of production tied to the flow of customer orders. Multi-process operations and multi-task operators

We have discussed standards and standardization and reliable Standard Work Drives Further Improvement
methods as the basis of continuous improvement. The set of
Standard work functions as a diagnostic tool, exposing problems
methods that comprise lean manufacturing (5S, quick
and inspiring continual improvement. It supports process standard-
changeover, mistake-proofing, etc.) are themselves considered to
ization and further elimination of waste throughout the production
be the reliable methods of production. You may find ways to
process. With standard work in place, everyone becomes a detec-
improve or adjust these methods for your own workplace, but
tive, continually finding and removing waste from the workplace.
these already have been proven to be reliable. This means that
wherever they are applied, in whatever culture, and for whatever
product being made, these methods work-they are methods
designed to create products at the lowest cost, in the shortest time,
and with the highest quality. They ensure safety and support
human autonomy and creativity. They deliver to the customer
what he wants, when he wants it, and in the required quantity.
Standard work is driven by improvement; it is not a rigid,
unchanging rule but a flexible response to current conditions in
the workplace and in the market.
I CHAPTER 1 I STANDARDS AND BEYOND

Control points
Materials Machines Methods Men/ Measurements
and parts (equipment)

Feed in -
--------p-

That's not what SLoppy work = defective,

they ordere off-standard products

Different
product -
Standard

Figure 1-3.Standard Work Makes Everyone a Detective

Chapters 3 and 4 describe the standard work calculations and

documentation in detail. Operators are continually thinking of ways to improve the way
they do their work. The culture must support this creative prob-
lem solving if standardization is to be achieved and the flexibility
A Culture of Continuous Improvement of standard work is to be possible. What can you do to support
In this chapter we have mentioned numerous characteristics of continuous improvement within the context of standardized and
standardization and standard work. These characteristics can be standard work environments?
summarized as being: 1. Support teamwork and ownership of the process by every operator.
1. An agreed-upon best way to perform each operation and process: the 2. Reward operators who make improvements.
documented standards and standard work procedures.
3. Allow (don't punish) mistakes and encourage experimentation.
2. The discipline to adhere to the standards: standardization.
4. Create a system for capturing and implementing employee
3. A mechanism for improving the documented reliable method: for- suggestions.
mal idea generation and continuous improvement methods.
5. Provide collaboration with specialists to support the team improve-
A culture of continuous improvement should already be in place if ment activities of cells.
you are implementing lean production in your plant or work area.
6. Offer training to every operator on improvement methods.
This means that there are formal methods practiced by everyone
for improving operations: weekly team activities, documented It is important to recognize a critical and perhaps unexpected
process analysis, and mechanisms for gathering data, reporting characteristic of creating standards, standardization, and standard
findings, and gaining approval for making changes in the current work: they are not only the result of initial improvement activities,
methods. Figure 1-4 shows that there are many control points for they also drive continual improvement. However, the improvements
improving standards throughout the production process.
 CHAPTER 1 1 STANDARDS AND BEYOND

made must be based on data gathered from the baseline of the

standard that has been described, agreed-upon, and adhered to by
all. Only when you have standardization can you systematically
K ~ PY O l n t improve your operations without creating chaos, a n d thereby gain
adherence throughout the system when a better way is discovered.
Standard work itself is intended to provide a flexible and respon- A standard is a rule or example that provides clear expectations.
sive workplace, where operators can move to the operations most Continuous improvement methods depend on identifying, set-
needed to meet customer demand. Without standardization- ting, and improving standards. Standards form the baseline for
adherence to the set standards-this orderly flexibility and respon- all improvement activities, and they define the breakthrough
siveness will be impossible to achieve. goals you strive to achieve as your continuous improvement
activities gain momentum. Standards must be specific and sci-
entific-meaning that they are based on facts and analysis, not
on custom, guessing, or memory. Standards must be adhered to;
they are useless if no one follows them. For a standard to be a
standard, it will be consistently followed and respected. Also,
standards must be documented and communicated so that people
will know what they are and can follow them.
Standardization is the practice of setting, communicating, fol-
lowing, and improving standards. Manufacturing processes
The Benefits of Standardization and depend on standardization. It promotes consistency through
Standard Work uniform criteria and practices. In 5S, the fourth S is "standard-
ize"-make the rules for maintaining the improvements
For the Company achieved in the first three Ss. First you improve your process,
Standardization and standard work benefit your company by then you standardize it: you define the process so that everyone
enabling: knows what it is and can follow it. Everyone must practice the
standards consistently before standardization truly exists.
Reduced variability, reduced waste, and reduced costs
Standard work is a n agreed-upon set of work procedures that
Improved quality and shorter, more predictable lead times
establish the best and most reliable methods and sequences for
The achievement of I S 0 certification each process and each worker. It is also a method that helps deter-
mine those methods and sequences. Standard work aims to
For the Operator maximize performance while minimizing waste in each person's
Standardization and standard work benefit you by making it: operation and workload. Standard work is not a rigid "work stan-
dard" that never changes; rather, standard work is the fluctuating
Easier for you to learn new operations
level of optimum work to be done by people and machines each
Easier for you to shift to different operations within a cell or to shift day to meet customer demand. It is determined precisely,
to operations in other cells, lines, or work ar.eas through a series of calculations, so that takt time can be adhered
Easier for you to see problems and contribute improvement ideas to by each operator and every line or cell. Optimum work in
process and inventory levels, cycle time, and cell layouts are all
considered in the standard work method. Standard work is a tool
I S T A N D A R D W O R K FOR THE S H O P F L O O R I

used in cellular manufacturing and pull production to best utilize

people and machines while keeping the rhythm of production tied
to the flow of customer orders. It is a flexible response to current
conditions in the workplace and in the market.
It is important to recognize a critical and perhaps unexpected
characteristic of creating standards, standardization, and stan-
dard work: they are not only the result of initial improvement
activities; they also drive continual improvement. Only when you
have standardization can you systematically improve your opera-
tions without creating chaos, and thereby gain adherence
throughout the system when a better way is discovered. Standard
work itself is intended to povide a flexible and responsive work-
place, where operators can move to the operations most needed
to meet customer demand. Without standardization-adher-
ence to the set standards-this orderly flexibility and respon-
siveness will be impossible to achieve.
Standardization and standard work benefit your company by
reducing variability, waste, and costs. They help improve quality
and shorten lead times and they lead the way to I S 0 certifica-
tion. Standardization and standard work benefit you by making
it easier for you to learn new operations, and easier for you to
shift to different operations within a cell or move to other cells,
lines, or work areas. They also provide the baseline for con-
tributing new improvement ideas.
 CHAPTER 2 I STANDARDIZATION 1

In Chapter 1 we define standardization as including the following Types of In-House Standards

three aspects: Figure 2-2 shows a list of eight types of in-house standards and the
1. The path to reliable methods documents used in most plants to communicate them.
2. 100 percent adherence to reliable methods (through good
communication)
3. Creating and maintaining improvements to standards 1. Regulations These are formally established task management methods Gob
regulations, task regulations).
These all relate to the process of creating high-quality products at
the lowest cost and in the shortest time. This chapter discusses 2. Quality These are product quality requirements based on production
these three elements of standardization in further detail. standards standards specified by customers and adopted as in-house
standards for products and inspection procedures.

3. Specifications These are restrictions and other conditions placed on suppliers of

The Path to Reliable Methods equipment and parts. Usually, they are discussed and agreed on
during supply contract negotiations.
Several sources of standards are mentioned in Chapter 1:
4. Technical These are the detailed standards concerning manufacturing
Custom or consensus standards methods and products. They stipulate dimensions, temperature,
ingredients, strength characteristics, etc.
Scientific data or experience
5. Process These describe work procedures (processes). They usually appear
Technical specifications standards i n work procedure sheets or work instruction booklets.

The first two-custom and scientific data-refer to the change- 6. Manuab These are handbooks used for training and for detailed
able standards in production processes. The third- technical descriptions of work methods. They also define the company's
standards and their objectives.
specifications-refers to the quality standards of the final prod-
uct and rarely changes. A formula for establishing standards 7. Circular These notices inform people of new or revised standards,
combines the process and technical standards as shown in notices necessary preparations or responses, and other related matters.
Figure 2-1. In other words, standardization must incorporate 8. Memos Memos are a common means of communication for prior
both the product and the process standards to be effective in notification of extraordinary measures, temporary revisions, or
other standard-related matters. They are also used for other types
assuring the lowest cost, highest quality, and shortest delivery of notices, such as meeting minutes or in-house reports.
time for each product.
Figure 2-2. Types and Purposes of In-House Standards

I Technical standards
I 7
1X = 100 Percent Adherence to Reliable Methods
J- J-
Establishes production Describes techniques f o r using a n d Whether standards are process or product oriented, standardiza-
conditions by regulating operating equipment, jigs, a n d tools tion depends on communication of the standard for 100 percent
factors such as size, a t processes t o make t h e work flow adherence to be achieved. Adherence to standards is the key to a
temperature, a n d time. more reliably, easily, Less expensively,
*
a* - strong improvement culture. It is critical that you communicate
quickly, a n d safely.
K e y Point the standards simply and easily so that everyone knows what they
Figure 2-1. Formula for Establishing Standards are and can follow them.

14
I CHAPTER 2 STANDARDIZATION

Communicating In-House Standards

Good standards manuals are hard to come by. Often the informa-
tion in manuals is obscure andlor hard to find.
Manuals should include descriptions that are easy to under-
stand, in language that conforms to the standards and conven-
tions of each plant. All departments who need to refer to the
same manuals should be able to understand them equally well.
If different departments use different terms for the same things,
all relevant terms should be included and defined. Standards
formats should be adaptable so that only slight revisions to the
manuals are required when product models or processes
change. Information in manuals should be clearly oriented to its
primary objective: maintaining high product quality and equip-
ment performance.
Standards manuals should include only those items that must be
adhered to by everyone. Those things that may be preferred by
some do not belong in the manual. A good exercise for the plant
would be to identify those items that must be adhered to and
those that are optional, and then separate them. Do it twice.
Think carefully about what must be done and narrow this list
down to the minimum items that cannot be ignored. This will
help your operators enormously to simplify the process of learning
and checking while production is underway.
You can save time in updating changes if standards are kept in
computer files. They can be easily accessed by anyone if they
are stored as shared files. Items that do not need to be checked
frequently can be moved to separate standards sheets or manuals. Figure 2-3. Poor Communication of Standards
Items that need to be checked often should be positioned at each
workstation in clear, easy-to-read formats, using as much visual Manuals Are Often Not Designed for the User
information as possible.
Standards manuals typically are difficult to read, and therefore to
follow. The organization of the material may not be clear or con-
form to the actual sequence that workers must follow. Therefore,
information is difficult to find when it is needed. Checklisted
items abound in manuals, but often their significance is unclear
or unstated entirely. They may not be prioritized by importance
or level of information, making it easy to overlook the most criti-
cal items. Standard procedure manuals may contain terms that
are either too technical or too simplistic to be useful to the
 CHAPTER 2 I STANDARDIZATION

operator who needs the information to complete a process. must tell the operator how to correct the variances. If machines
Finally, manuals generally fail to describe how new hires can cause defects, operators must know how to, and have the auton-
become veterans, making the information useless in building 100 omy to, shut down the machine or the line to fix the problem.
percent adherence to the standards, the primary purpose of stan- Empowerment must exist for each operator to check and correct
dardization itself. any defects that may be produced, and to return any defects
received from upstream so that no defects move downstream.
Revisions Are Unsystematic Clear directions about what to do when standalds are not
Manuals often remain unrevised for long periods of time even followed or variances from standard occur are also part of the
though the standards themselves have been changed and standardization process and must be clearly and visually dis-
improved. Automated systems and error-proofing devices may played so that everyone is adequately informed.
have replaced obsolete checking procedures and data reporting
methods described in older manuals. This creates confusion if
workers do turn to manuals for clarification. What most often
happens is that out-of-date manuals, which workers learn to
ignore, become no more than weights using up space in work
areas. Redundancy may exist between equipment manuals
and quality control manuals; and discrepancies may exist
between associates' notebooks and the information or language
in the manuals. There may be no system for reviewing, evaluat-
ing, and revising the manuals, or manuals may be changed so
frequently that they become unwieldy and confusing. Either
way, this unsystematic approach to documenting standard
procedures only leads to confusion and lack of standardization
on the floor.

Information Is Not Consistent with Lean

Production Methods
As lean production methods are established, inspection becomes
part of every operation and cell. Since most operation manuals
include checking and inspection points, redundancy occurs
unless the manuals are revised as the new methods become stan-
dardized. Also, checkpoints are often added to the operating pro-
cedure to address uninvestigated causes of process difficulties. But
if continuous improvement activities are well established, this
should not occur.
Finally, standardization depends on procedures being fully
described so that operators know what to do when problems
arise. If values are outside control levels, standard procedures
 CHAPTER 2 1 I STANDARDIZATION

What to Include in Standards Documentation

Technical and Process Standards Sheets
Item: Automotive part no. A-38
Standards should be only one page, if possible, as in Figure 2-5,
so that operators who need to refer to them can quickly see what Process name: Heat treatment

is required. Technical and process standards should ideally No. of operators: 2

Example include the following features:

1. Clear objectives of the standards.
2. Control points, checkpoints, and other management data-in both
sentence form and symbols.
3. Checkpoints divided into categories of "must" versus "prefer,"
indicating both normal and abnormal ranges of operation. Turn heating switch

4. Data charts that can be easily used during operations, using photos
and drawings to show complex information. Return to console

Standards sheets should be posted at the work site. Color code the
displays. Train employees in new standards so that 100 percent
adherence can be achieved.

Equipment Manuals
Equipment manuals should explain troubleshooting procedures,
motion principles, and parts structures, as well as include parts Kanban indicating sequence
service and supplier addresses. Standards manuals should include
Example
the following features:
1. Main title indicating the purpose of the manual.
2. Statement of scope or intended range of use.
3. Table of contents including titles of sections and subsections in each
chapter.
4. Flowchart describing the information covered in the manual. [m +- material feed-in

5. Section and subsection titles that name the central issues being dis-
cussed in the text. F~gure2-5. General Model for Process Standards

6. Troubleshooting directions.
7 Equipment maintenance points and parts replacement and 8. Examples of frequently asked questions and their answers.
service periods. Addresses of suppliers should be located near 9. A thorough alphabetical index.
this information.
10. Indication of authorization by the factory management, shown by
stamp or initials.
 CHAPTER 2 STANDARDIZATION

The Value of User-Friendly Standards

When standards are communicated so that they are easy to find
and use, many benefits result:
1. Costs decrease: fewer defective products are produced, overtime goes
down, materials are not wasted.
2. Delivery delays diminish: equipment failures decrease, production
operations become more reliable.
3. Inspection costs disappear: quality is built into each process, eliminat-
ing the need for inspection points downstream.
4. Customer complaints decrease: quality standards and delivery sched-
ules are met consistently.
5 . Operations become more eficient and reliable: anyone can easily learn
the best way to produce quality products.
6. Employee skills and morale increase: the path from novice to veteran
is easier and clearer and boosts enthusiasm, self-confidence, and skill.
Figure 2-6. The Spiral of Improvement in Standard Operations

Creating and Maintaining Improvements

to Standards Several causes could exist: inexperience with the equipment, or
idiosyncrasies in the equipment, or something else. We run a
The creation of standards and establishing standardization are videotape to observe the two workers (the veteran and the new
important steps in any systematic continuous improvement activ- hire) doing the operation and we learn that the machine vibrates
ity. You must set up a spiral of improvement in standard opera- randomly, shifting the bush pin upward when placed on its corre-
tions that becomes an integral part of daily work. Figure 2-6 sponding part. The veteran worker knows this machine quirk and
shows that first you must look at your current process and identify checks the bush pin each time. The new worker has not yet
problems that exist. Search for the root cause of these problems. noticed this anomaly of the machine and defects are the result.
I3 solutions can then become L art of the o ~ e r a t i nstandard.
0
~
We can train the new operator to check the bush pin each time as

I
I

An example will help clarify the power of following this improve- the veteran has done, but does this solve the root cause? In the
Example
ment spiral carefully. In a particular plant newly hired operators next chapter, one of the forms to be used in developing standard
are turning out a significant number of defects, while seasoned work is called a Standard Operations Pointers Chart. This can be
workers are producing no defects. It might seem that increased used to communicate such unique occurrences in machines so
training is the solution, but a closer look is needed. In observing that any operator coming to that workstation will be alerted to the
one of the workstations creating defects we learn that a veteran idiosyncrasies that exist in that operation. However, this is not a
worker, who had had a zero defect rate, has just been transferred question of worker error or lack of training, ultimately, but equip-
to another line and a new worker has replaced him. The machine ment defect. The solution to the root cause is to eliminate the
he is in charge of taps bushings into the product. The reported vibration that causes the bush pin to shift out of position. Only by
defects, running at 5 percent since the new worker has run the careful examination of what is going on can the root cause be dis-
machine, have damaged bush pins. covered and eliminated.
 CHAPTER 2 STANDARDIZATION

Case 1: Deterioration Case 2: Distance from ideal 1. Determine causes: Are there any defective products? If so, what are the
causes? Study true characteristics, substitute characteristics, etc.
Future ideal or standard
Past Present 2. Investigate variation: Are the quality means values appropriate? I s the
amount of variation appropriate?
3. Classifi: Are there differences among groups? Classify by furnace, lot,
job post, etc.
4. Organize causes and effects: If several problems are found, which are
/
Actual conditions Actual conditions the most important? Learn t o quickly draw up cause-and-effect lists
that include a t Least 30 items.
Figure 2-8. Two Forms of Problems and How They Occur 5. Analyze quantitatively: How can the problems be described i n
quantitative terms? Which is the most frequent problem? Use Pareto
analysis.
solved the problem? What measure will indicate this? In the bush
6. Study variations in time series: Taking current standards as the base,
pin example we gave, the target was a return to zero defects and have you done a time-series analysis t o look for variations that may
this was achieved when the machine was repaired. indicate problems?
Next you investigate causes (Step 6). Use the Checklist for 7 . Understand process links: Does this process cause time-consuming
Finding the Facts at the Work Site (Figure 2-9) to find guidelines problems a t other processes? Does it create some other kind of
problem for them? Does information flow smoothly among processes?
for discovering the root cause. A cause-and-effect diagram can be
used to great advantage here. It is essential that you actually go to
the work site and closely examine the operation or process being
improved so that you do not make incorrect assumptions about I What?
An expert eye for
finding problems
Example:
Anatysis at
work site
Results
displayed at
work site
the actual causes, which will cause you to solve the wrong prob- Where?
Why?
lem, fail to find the root cause, and therefore have a return of the When?
problem later or miss the real issues in some other way. You may Why?
How much?
want to ask an expert to help you identify what is going on to Problems

understand fully what you are addressing.

Figure 2-9. Checklist for Finding the Facts at the Work Site
Once you have examined the problem carefully, draw and
describe the current conditions in detail, and then brainstorm
solutions (Steps 7 and 8 in Figure 2-7) Once you have a number An example of a Standard Operation Sheet is shown in Figure 2-10.
of solutions in mind, test some of them until you find the best Instructions for filling out this form are included in "Steps to
one (Steps 9 through 11). After running the final solution through Standard Work in Chapter 3. It is shown here to give you an
the process and checking that the problem is solved permanently, example of how to communicate the new standard so that 100
you are ready to establish this new standard and communicate it percent adherence can be attained. The detail is important if
to everyone (Step 12). everyone is to understand exactly what the standard is. Examples
of applications of standardization and examples of improvements
to standard operations are given in Chapter 4. The reader can
also review the references listed in Chapter 5 for more on applica-
tions of standardization.
 CHAPTER 2
I
A Review of the Process Analysis Tools
Standard Operation Sheet
Throughout the standardization improvement process you will
Issue date: Approved by: (stamp) need to use quality control (QC) tools to analyze your data.
Approved by: (stamp)
Figure 2-11 offers a review of these tools and shows at what stage
Operation: Operation method diagram: in the improvement process you are most likely to need them.
Connect Lead wires t o snap terminal soldering
Operation conditions:
Snap terminal is set i n jig and Lead wires
are individually connected by hand

Technical standards:
1. Keep solder vat temperature at 220°C.
Check daily using temperature gauge and
controller.
2. Add flux t o solder whenever the operation
voucher specifies a Lot change (use a
scraper t o remove slag build-up on solder
surface).
3. Keep the flux vat at 80°C. The flux should
be liquefied. Keep the flux level within the
Standardization of operations goes hand-in-hand with equipment
standard marks on the vat. improvement. Neither is more important than the other. The
4. Use the stripper t o remove the plastic example used in this chapter emphasized an equipment solution,
sheaths from the lead wire. Check sample
t o measure exposed wire Length (15mm). but the solution is more often than not found in the process
After stripping off the sheaths, bundle the sequence or the waste in time and motion required by operators
wires t o keep them together.
when the process is not as good as it could be. Training is another
1 5. Always keep some solder on the soldering
issue that sometimes solves the problem, but often it does not.
I
iron.
Every operator is skilled at accommodating to bad processes in
order to minimize their effects. It happens almost automatically.
The standardization process is designed to help you identifi the
Key Polnt things you are doing to make up for problems in the process or the
equipment. By doing this you will be able to find permanent solu-
tions to the aggravating and persistent difficulties you have been
facing every day. If you think of standards and standardization as
a one-time thing-fixed and never to be changed-then you will
I Special notes:
miss the advantage of standardization as a continual learning and
1. The inspection consists of a tensile test on
the soldered snap terminal (before cooling
and before the plastic terminal has been
improving mechanism for making your workday happier and eas-
screwed). ier. The improvement cycle becomes for many a meaningful and
2. Be sure t o describe any abnormal parts or rewarding part of everyday work. See Figure 2-12 for an image of
operations and suggest improvement
points. a satisfied worker focused on the standardization improvement
l
I process. His legs represent the two actions-standardization and
Figure 2-10. Example o f Standard Operation Sheet (for Soldering)
equipment improvement- that move the improvement cycle
forward. One arm applies testing and verification and the other
 I CHAPTER 2 STANDARDIZATION

welcomes education and new technology to support improvement

opportunities. His eyes are alert to visual standards and, along
with his ears, process the continual upgrading of information.
What he communicates is current, clear, and accurate. His con-
sciousness is focused on target setting and problem solving. With
this worker, the inflow of information and communication of new
ideas is continual.

Figure 2-12. Focusing on Standardization Improvement

Figure 2-11. The Quality Control (QC) Tools and Their Uses

30
I S T A N D A R D W O R K FOR T H E S H O P F L O O R I STANDARDIZATION

Standardization is not only adherence to standards but also the

continual creation of new and better standards.
First you identify and describe the problem(s). Then you orga-
nize the data you have gathered and determine the relative
Standardization includes the following three aspects: the path to advantage of solving each. Next choose the problem you want to
reliable methods; 100 percent adherence to reliable methods; address first and set a target for improvement, and then investi-
and creating and maintaining improvements to standards. gate causes. It is essential that you actually go to the work site
These all relate to the process of creating high-quality products and closely examine the operation or process being improved so
at the lowest cost and in the shortest time. that you do not make incorrect assumptions about the actual
causes. Once you have examined the problem carefully, draw
Reliable methods result from custom or consensus, data derived
and describe the current conditions in detail, and then brain-
from scientific methods, and technical specifications. The first
storm solutions. Test some of them until you find the best one.
two are changeable standards in production processes. T h e
After running the final solution through the process and check-
third refers to the quality standards of the final product and
ing that the problem is solved permanently, you are ready to
these rarely change.
establish this new standard and communicate it to everyone.
Whether standards are process or product oriented, standardiza-
tion depends on communication of the standard for 100 percent
The standardization process is designed to help you identifj) the
adherence to be achieved. Adherence to standards is the key to
things you are doing to make u p for problems in the process or the
a strong improvement culture. It is critical that you communi-
equipment. By doing this you will be able to find permanent
solutions to the aggravating and persistent difficulties you have
cate the standards simply and easily so that everyone knows what
been facing every day. If you think of standards and standardiza-
they are and can follow them. Good standards manuals are hard
tion as a one-time thing-fixed and never to be changed-then
to come by. Often the information in manuals is obscure andlor
you will miss the advantage of standardization as a continual
hard to find. Manuals should include descriptions that are easy
learning and improving mechanism for making your workday
to understand, in language that conforms to the standards and
happier and easier. The standardization improvement cycle can
conventions of each plant. Standards formats should be adapt-
become a meaningful and rewarding part of your everyday work.
able so that only slight revisions to the manuals are required
when product models or processes change. Information in man-
uals should be clearly oriented to its primary objective: main-
taining high product quality and equipment performance.
Standards manuals should include only those items that must be
adhered to by everyone. Items that do not need to be checked
frequently can be moved to separate standards sheets or manu-
als. Items that need to be checked often should be positioned at
each workstation in clear, easy-to-read formats, using as much
visual information as possible.
The creation of standards and establishing standardization are
important steps in any systematic continuous improvement
 CHAPTER 3 STANDARD WORK

Like all the lean ~roductionmethods, standard work maximizes Takt Time
performance and minimizes waste. In Chapter 1, we said that ' i
'
standard work was a tool used to allocate worker and machine
time in direct response to customer demand. Standard work
L&%%J
v n a pull production system takt time is the rhythm of production
in harmony with the pulse of customer orders. There are several
Key Term

Key Point defines the most reliable work procedures and sequences for each terms used to describe and calculate the rate of production. They
process and operation so that operators can easily change positions are often confused or misunderstood. Below are definitions and
within the process as needed to meet the current flow of orders. applications of the different terms to help you keep them straight.
Standard work describes the procedures and their sequences to
support line balancing and full work, two aspects of pull produc- Cycle Time
tion discussed in several other Shopfloor Series books as well as Total cycle time is the time from when the raw material enters a
later in this chapter. j
,,, Term plant until a finished product is shipped. If the cycle time of a
Standard work involves three important elements shown in complete process can be reduced to takt time, product can be
Figure 3-1: made in one-piece flow. Continuous improvement in lean pro-
duction works toward this goal.
1. Takt time
Operation cycle time is the amount of time it takes one person to
2. Standard work sequence Key Term create one product within a cell or line. Production output and
3. Standard work-in-~rocessinventory operating time are the variables in calculating operation cycle

I
, - -
time. If 20 parts are produced in an hour, cycle time for one oper-
ation is 3 minutes. Operator cycle time is the total time it takes for
~rn2,Wd
,,, Term, an operator to complete one cycle of an operation (including walk-
ing, setup, inspection, etc). Machine cycle time is the time from
pressing ''on" to when the machine returns to its original position
after one operation cycle has been completed. If a machine pro-
duces 60 parts each minute, its cycle time is one second.
Continuous improvement activities address cycle time as one of
the most direct ways of eliminating waste. Improving cycle time
means eliminating all extraneous, non-value-added activities until
the operation is purely value-added, or as close to this as is possi-
ble. When the cycle time of an operation is free of waste the oper-

CCFinished
goods

Element 1: Takt time

Materials ation has become a reliable, standard method to be standardized
throughout the factory. In a push system, cycle time is the speed
at which you are able to produce product. In a pull system, cycle
time is often used to mean end-of-line rate or takt time, which are
Element 2: Standard work sequence
defined next.
Element 3: Standard work-in-process inventory (within the cell)

Figure 3-1. The Three Basic Elements of Standard Operations

36
 CHAPTER 3 STANDARD WORK

End-of-Line Rate
fh&-'
Key Term
" I End-of-line rate is the rate at which product comes off the produc-
tion line. It is determined by dividing the units built per week by
the plant production hours per week. The time increment of
weeks will change to days o; shifts as improvements are made
until production is scheduled according to takt time. In a push
system the end-of-line rate is determined according to predictions
of demand. In a pull system end-of-line rate is based on actual
customer demand; in this case end-of-line rate and takt time are
*-.
two terms for the same thing.
Takt time is the rate at which product must be turned out to meet
Key Term customer demand; it is a calculated time that sets the pace of pro- Standard Work Sequence
duction to meet the flow of customer orders. To determine takt Standard work sequence is the order of tasks involved in an operation
time, divide available production time by the rate of customer Key Term or the order ofoperations in a process to complete an operation cycle.
demand. If demand is 120 units per day and there are 480 min- You should understand that the process sequence and the work
utes of operating time per day, then takt time is 4 minutes. If sequence may be different depending on the number of operators in a
customers want only 4 products per month, takt time will be Key Point cell or on a line. If takt time is slowed because of a decrease in cus-
1 week. As you can see, this is not a measure of how many you tomer demand for the product produced in that cell, then a single
K e y P. I are capable of producing but how many you must produce to operator may be able to run all operations in the cell and keep up
meet demand. with the takt time. If demand increases, several operators may need
Pitch is an adjustment of container amounts to takt time that to be moved into the cell to keep up with the accelerated takt time.
K e y Term allows work to flow more evenly on the shopfloor. It ensures that a In this case, the work sequence of each operator will be designed to
manageable amount of "pack-out quantity" of the work in process keep individual cycle times down so that takt time can be met.
is released to a downstream operation. Multiply takt time by pack- Figure 3-2 shows a cell with two operators where one person oper-
out quantity. If 20 units per container is the pack-out quantity and ates stations 1, 2, 7, and 8 and the other operates stations 5 4 , 5,
takt time is 1 minute, then pitch is 20 minutes-the time for a and 6. Standard work sequences should be created for every possi-
container to be produced and released to the next downstream ble combination of workers in a given cell.
cell, process, or operation.
End-of-line rate or takt time and pitch are recalculated whenever
the number of hours available changes or there is a change in
demand. Keeping the flow of production smooth, lines balanced,
and takt time responsive to actual demand is the new challenge
of production planning based on a pull system. The difficult task
m material

of predicting demand in a push system is replaced by the possibil- goods

ity of adjusting production daily, and ultimately shift-by-shift or
even within a single shift, to meet the needs of a constantly
changing customer environment. 1 Work sequences are not necessarily the same as process sequences
I
Figure 3-2. Work Sequence vs. Process Sequence

39
 STANDARD WORK

Cell Staffing (Line Balancing and Full Work) Process Map for Line Balancing
i " -a

h+ssadehd Line balancing is a calculation done to determine how many work- I OP. 1 op. 2 Op. 3 op. 4 I
Key Term ers are needed on each line and in each cell to distribute work so
that takt time can be met. Line balancing insures that every
worker will be used well, that idle time does not occur, and that 50 sec. 10 sec. 47 sec. 30 sec. 65 sec. = 202 sec.
some operators are not doing too much. This process to achieve Total Cycle Time (Tff)
full work has been defined clearly in many of the Shopfloor Series
books and is summarized below and illustrated in Figure 3-3:
m Table . Current-State Data
.. -of

I Machine I Deburr l Crimp l Test l Mark

kI4- 1. Create a Process Map of the cell noting the current cycle times of
each operation and create a Table of Current-State Data.
I -t~%-*=~-=~>*.
65 sec.
HOW to Steps
kt$s~gme:l/
50 sec. 10 sec. 47 sec. 30 sec.
2. Create an Operator Balance Chart to represent the current-state
a"a$<,%,--e,b*

--.
,e=

data visually. :@$$q4%~@5:

&;B#@*$:: .- 1 .'
0 1 1 1
87'10 100°/o 99% 99% 99%
3. Determine the number of operators needed, using the following m
4s , S:
' "

formula: -~a*$~di&3 27,600 sec. 27,600 sec. 27,600 sec. 27,600 sec. 27,600 sec.
Total cycle time
# of operators needed = Operator Balance Chart
Takt time
202 total cycle time Current State Desired State
For example: = 3.36 Total CT = 202s Total CT = 180s
60 takt time
4. Add the desired-state data to the right side of the Operator
Balance Chart.
At the current cycle times in this example, there is not quite
enough work to keep four operators busy, but there is more than
three can do. The desired state is to reduce cycle times so that
three operators are sufficient- thus, improvement activities can
address this goal. In the meantime, a part-time worker can com-
plete the remaining parts required or the work can be moved to
another cell where there may be an operator with time to spare.
(1)
A B C
(l)
D
(l)
E
(1)
-
- operations
# Operators
-
- AB
(1)
CD
(1)
E
(1)

Figure 3-3. S t e p s to Balance t h e Line

 CHAPTER 3 STANDARD WORK

Standard Work-in-Process Inventory (WIP) Four Steps to Standard Work

wea
Standard work-in-process inventory is the minimum amount of
inventory that is needed for work to progress without creating idle
*&W
- Step One: Create a Parts-Production Capacity Worktable
Key T e r m

time or interrupted production flow. T h e Standard Operations HOW to Steps

This worktable (Figure 3-4) describes the current capacity of each
Chart described later in this chapter is used to identify standard operation in the cell in terms of parts production. List the current
WIP inventories. T h e kanban system in pull production helps you processing capacity of each workstation on this form.
reduce the amount of WIP to the minimum. Working with pitch
Fill out the worktable as follows:
and container capacities is another way of identifying and then
reducing WIP. Continuous improvement of the standards in your a. Assign numbers to each operation in sequence and list them on
process will allow you to reduce WIP to the minimum buffer, the left of the worktable.
with the ideal goal always being "zero inventory." b. Enter the operation name and related machine number.
c. Enter the basic times for manual operation (A), auto feed or
machine time (B), and completion time (C),which is the time to
complete the operation (the sum of manual and machine times).
d. Then enter times for retooling (D, E, F).
e. Calculate totals for each operation (G).
f. Calculate totals of all operations at bottom and enter daily operat-
ing time (I).
g. The production capacity equals the result of dividing the total
daily operating time (I) by the total time per unit (G).
h. Graph this time in the last column on the right of the table
indicating manual time with a solid line (-) and machine time
with a broken line (---). Indicate if manual time and machine
time are:
20"
serial

--------------
partially parallel
20" 1
entirely parallel
....................
20"
 CHAPTER 3 STANDARD WORK 1
m Step Two: Create a Standard Operations
S
m Combination Chart
now to Steps

T h e combination chart (Figure 3-5) takes the information from

the Parts-Production Capacity Worktable and displays it visually
by combining the manual and machine operations and showing
their relationship in terms of process time. It includes setup time
and walking time as well. Complete this chart as follows:
a. Draw a solid red line vertically on the graph to indicate the takt
time. Remember, takt time is the available operating time divided
by the required output (customer orders in the queue).
b. Calculate whether just just one worker can handle the cell or if
more workers are needed. Using the Parts-Production Capacity
Worktable, see if the sum of manual working time + walking time
is less than the current takt time. Or refer to the process described
earlier in the chapter for line balancing.
c. Enter the operation descriptions on the left in their sequence
d. Enter the time measurements using a solid line for manual time,
a broken line for machine time, and a wavy or diagonal line for
walking time. Where manual and machine times are parallel,
enter them as such.
e. Check the combination of operations. If machine time exceeds
manual time then operators will be waiting for machine operations
to be completed and the combination does not work as well as it
should. If total time for all operations exceeds takt time, including
walking back to the first operation to start a new cycle, then
improvements may be made to shorten some of the cycle times,
reduce walking time, etc. If total time falls short of takt time then
perhaps additional operations can be added to the cell until takt
time is achieved.

Figure 34. A Sample Parts-Production Capacity Worktable

 CHAPTER 3 I STANDARD WORK I
V!*
@$%-W
Step Three: Create a Work Methods Chart
How to Steps This chart details the process at each workstation, providing
explicit instructions for new workers so that they will pick up the
methods quickly and correctly.

Figure 3-6. A Sample Work Methods Chart

-W
m --- Step F ~ u r Create
: a Standard Operations Chart
v&%
(Standard Work Sheet)
H O W fo S t e p s

The Standard Operations Chart provides an illustration of the

process in a cell with the machine layout. It includes cycle time,
work sequence, and standard work-in-process inventory, and
includes any other information on standards in that cell. To ensure
adherence to the standards, operators should check this chart fre-
quently. Complete the Standard Operations Chart as follows:
a. Create a drawing of the machines as they are laid out in the cell or
line and enter their work sequence number. Connect the
machines with a solid line according to this sequence. Draw a bro-
Figure 3-5. A Sample Standard Operations Combination Chart ken line between the last and first step of the process.
b. Enter the quality checkpoints.
I CHAPTER 3 1 STANDARD WORK

c. Enter the safety checkpoints. Additional Activities

d. Enter the WIP.
Create a Visual Display of the Charts
e. Enter the takt time and the net cycle time (including only the
quality and safety checks or setups that are done for each cycle). The Standard Operations Combination Chart and the Standard
Operations Chart can be joined to make a visual reference in the
f. Enter the amount of standard WIP. cell so that everyone can easily see the standard-Sto be followed.
g. Enter the breakdown numbers to indicate different operators in the
cell and total number of operators.

Operation description:
Gear cumng of 6"pinion

Figure 3-7. A Sample Standard Operations Chart

Figure 3-8. Joining the Standard Operations Combination Chart and the Standard Operations
Chart for a Visual Display
 CHAPTER 3 STANDARD W O R K

Create a Standard Operations Pointers Chart Improvement of Operations for Standard Work
This chart is in a similar format to the Work Methods Chart and Improvements in standard work can be focused on many aspects
is used when there are important, unique guidelines needed for of production operations.
proper operation of particular equipment or when there are
1. Improvements to the flow of materials
"handy hints" to the process that can be shared among operators
at a given workstation. As these pointers accumulate you may take 2. Shifting from specialization to multi-skilled lines and operators
this chart to your improvement meeting to discuss possible addi- 3. Improvements in motion
tions to the standards, or ideas for making improvements in the
process. Pointers may also indicate the need for new or different 4. Establishing rules for operations
equipment, more frequent maintenance, and so on. 5. Improvements in equipment
6. Separation of people and machines
7. Preventing defects
The flow of materials is greatly improved by implementing cell
design, changing from specialized operations where all machines
of one type are placed together to placing equipment in the
sequence it is used to complete an operation or process. See
Figure 3-13 for an example of a cellular layout. Multi-skilled
workers support this cellular layout, making it possible to balance
the number of workers on a line or in a cell in response to cus-
tomer demand. See the Shopfloor Series books on cell design and
pull production, listed in Chapter 5, for detailed information on
how to implement these improvements.
Improvements in operation motions can be achieved by focusing
Figure 3-9. A Sample Standard Operations Pointers Chart on several aspects of an operation.
1. Placement of parts- See Figure 3-10 for an example of this.
2. Picking up parts-See Figure 3-11 for an example of this.
3. Shifting from one-handed to two-handed tasks-See Figure 3-12 for
an example of this.
4. Elimination of walking waste-See Figure 3-13 for an example
of this.
-- Improvements in motion are among the most important changes
Key that can be made in the standardization process. They improve
every operator's efficiency and effectiveness. Also, searching for
ways to improve one's own operation by reducing motion
empowers everyone to participate and improve their own work
conditions. This a powerful aspect of the standardization process
and cannot be emphasized enough in creating standard work
 CHAPTER 3 STANDARD WORK

procedures. It is the basis for establishing rules for operations that

make sense and will be followed by everyone. Before Improvement After Improvement
Workable Workable
Parts
(push buttons)
Parts
Before Improvement After Improvement Insert with Insert with
left hand right hand
Plastic bags
Plastic bags
Workpiece

non0
UOUO

Plastic bags were kept behind t h e Plastic bags were hung from a Button insertion time: 24 seconds Button insertion time: 15 seconds
operator. hook above t h e line.
Workers had t o turn away from their Workers no Longer had t o turn Figure 3-12. Shifting from One-Handed to Two-Handed Tasks
work t o pick up a bag. around t o get a bag.
Picking up bags resulted i n four Four seconds o f walking waste
seconds of walking waste per bag. were eliminated. These and all the other focuses for improvement are integral to
the process of creating and continually improving standard work
Figure 3-10. lmprovement in the Placement of Parts methods. Refer to the other books in the Shopfloor Series for
ways to improve standard operations.

Before Improvement After Improvement

Ens I
Worktable was t o o wide. Worktable was made smaller (two-
thirds width reduction).
,$\l' * Parts stand was too far away.
$I; Parts were p u t within closer reach.
lad' parts were laid outho,jzontally,
making them hard t o see and Parts were Laid out on a slant, making
reach. them easier t o see and reach.

Figure 3-11. lmprovement in Picking Up Parts

52
 CHAPTER 3 STANDARD WORK

Ten Guidelines for Maintaining

Before improvement
In-process inventory = approx. 100 pieces o 10 20 30
Standard Work
Worker A (20 seconds) T h e following are some effective guidelines for maintaining
1. Pick up board
2. Operate Lifter (20 standard work.
seconds)
Worker B (20 seconds) 1. Establish standard operations universally throughout the factory,
1. Pick up board from Lifter which are completely supported by top management.
e 2. Set down board from
Lifter
Worker C (33 seconds)
2. Make sure everyone understands the importance of standard opera-
1. Pick up board tions-from the president to the newest employee.
2. Operate V-cut machine
switch 3. See that workshop leaders and anyone responsible for training oth-
3. Set down the board
ers in standard operations are confident in and committed to the
Unprocessed
particle board
Pitch per unit: 33 seconds standard operations they teach.
No. of workers: 3 Total lobor per unit: 73 seconds
4. Post visual displays to remind everyone of the importance of adher-
First improvement: Improvement in the flow of goods (improved layout, ing to the standards.
one-pieceflow, multi-process operations, and separation of human work
and machine WO 5. Post graphic and text descriptions of the standard operations so that
workers can compare their own work to the standards.
Worker A
1. Pick up board
ece 2. Operate Lifter
6. Bring in a third party to clear up any misunderstandings.
3. Pick up board from V-
cut machine 7. Hold workshop leaders responsible for maintaining standard work.
4. Set down board from V-
cut machine 8. Reject the status quo. Remember that improvement never ends, and
5. Pick up Board from Lifter
6. Operate V-cut machine continually look for ways to improve the existing standards.
switch
9. Conduct small-group improvement activities regularly to gather new
Unprocessed
Totol walking time: 25 seconds ideas and alert one another to problems as they arise.
particle board
No. of workers: 1 Cycle time: 35 seconds
10. Systematically pursue the establishment of a new, higher level of
Second improvement: Removing walking waste (change in workpiece storage standard work.
site, change in manual operations, formation of stronger U-shaped cell)

de board WorkerA
1. Pick up board
2. Operate Lifter
3. Temporarily set down V-
cut board
4. Pick up board from Lifter
5. Operate V-cut machine
switch
6. Set down V-cut board

Unprocessed
particle board
Totol walking trme: 17 seconds
No. of workers: I Cycle time: 30 seconds

l
Figure 3-13. Improvement i n t h e Flow o f Goods and Walking T ~ m ei n Cabinet Processing
 S T A N D A R D WORK FOR T H E SHOPFLOOR I STANDARD WORK I

Step Three. Create a Work Methods Chart

Step Four. Create a Standard Operations Chart
You can also create a visual display of the forms by joining the
Standard Operations Combination Chart and the Standard
Operations Chart so that everyone can easily see the standards
to be followed.
most reliable work procedures and sequences for each process and
operation so that operators can easily change positions within the Improvements in standard work can be focused on many aspects
process as needed to meet the current flow of orders. Standard of production operations. Improvements in motion are among the
work involves three important elements: takt time, standard most important changes that can be made in the standardization
work sequence, and standard work-in-process inventory. process.
In a pull production system takt time is the rhythm of production There are important guidelines for maintaining standard
in harmony with the pulse of customer orders. There are several work. It is critical in establishing standard operations that they
terms used to describe and calculate the rate of production that be universally applied throughout the factory and completely
are important to understand. These include total cycle time, supported by top management. Make sure everyone under-
operation cycle time, operator cycle time, machine cycle time, stands the importance of standard operations-from the presi-
end-ofline rate, takt time, and pitch. dent to the newest employee. Post visual displays to remind
everyone of the importance of adhering to the standards, and
Standard work sequence is the order of tasks involved in a n oper- systematically pursue the establishment of a new, higher level
ation or the order of operations in a process to complete an oper- of standard work.
ation cycle. You should understand that the process sequence and
the work sequence may be different depending on the number of
operators in a cell or on a line. If takt time is slowed because of
a decrease in customer demand for the product produced in
that cell, then a single operator may be able to run all operations
in the cell and keep up with the takt time. If demand increases,
several operators may need to be moved into the cell to keep up
with the accelerated takt time. Line balancing is a calculation
done to determine how many workers are needed on each line and
in each cell to distribute work so that takt time can be met.
Standard work-in-process inventory is the minimum amount
of inventory that is needed for work to progress without creating
idle time or interrupted production flow. T h e kanban system
in pull production helps you reduce the amount of WIP to the

There are four steps to achieving standard work:

Step One. Create a Parts-Production Capacity Worktable
Step Two. Create a Standard Operations Combination Chart
 CHAPTER 4 I APPLICATIONS O F STANDARDIZATION AND STANDARD WORK I

Applications of Standardization Training by specialists or managers: Specialists or managers fol-

low similar guidelines for training employees as in employee-to-
In Chapter 2, standardization was defined and ways to communi- employee training. T h e training should always be hands-on at the
cate standards were described in some detail. T h e process of worksite, even if fundamentals are covered in a classroom. After
improving and setting new standards was also described. In mastering the basics, teachers should make sure trainees under-
this chapter we offer a number of specific applications of stan- stand the relevant troubleshooting methods. .
dardization to help you identify improvement targets for
specific purposes. Posting the training that each operator has completed is a good
way that trainers can reward and encourage employees to learn
New Employee Training more skills. See Figure 4-1. In lean production, operators are
responsible for multiple operations within one cell. They may
There are three types of training standards to be considered: also be moved from cell to cell as customer demand changes pro-
1. Employee-to-employee training duction needs and line balancing shifts their responsibilities. This
2. Training by specialists or managers aspect of lean production requires union support. Multi-tasking
creates an environment where operators are encouraged to
3. Training by visual management expand their skills training.
Guidelines for these follow.
Employee-to-employee training: This is usually on-the-job training
and is the most common system of training used in factories.
However, to be effective it requires standardization and the
scrutiny of continuous improvement cycles to support adherence
to reliable methods. Guidelines are listed below for what happens
in effective employee-to-employee training.
1. The teaching employee discusses the importance of the operation.
2. Basic points of the operation are covered.
3. Safety concerns are described.
4. A slow demonstration of each step of the operation is given, with 0:Mastered 0:
I n training Blank : Untrained
an explanation of how to make the work easier, quicker, and more
reliable. Figure 41. Skills Achievement Chart

5. After watching the operation performed, the trainee describes it,

and then attempts it under supervision. Begin with the easier steps
until they are perfected, then move to the more complex steps of the Training by visual management: Visual displays of targets and
operation. measures, differences between standards and actual results, and
the standard work methods themselves, give significant feedback
6. The trainee performs the operation unassisted, with occasional
review by the teaching employee when mistakes are made. on how well operations are adhering to the standards. These
displays are posted at workstations and in cells and work areas so
7 The new employee is welcomed into the group and invited to the that operators can use them to correct variances and recognize
improvement activities, and perhaps assigned a special ~roblem- where problems exist. Different uses of visual management aids
solving task. are listed in Figure 4-2.
 CHAPTER 4 J APPLICATIONS OF STANDARDIZATION AND STANDARD WORK

1. Process Production management board (for progress control), fluid

management curve chart (a graph comparing target values t o result values),
and deadline display boards (e.g., for work instructions, parts delivery
management schedules, and urgent items or delayed deliveries).

2. Quality control Defect graph (rate and trends), defective goods storage area,
display of defect-prevention rules, defect samples, etc.

3. Operation Operating status display lamps:

management Green = normal condition
Yellow = changeover i n progress
Red = breakdown or abnormality
Operation standards (technical standards and process
standards), multiskills training achievement chart, cutting Quality Design
t o o l replacement schedule and results chart, and equipment
capacity utilization graph; bulletin boards for notices Quality means zero defects in the product produced. But since
regarding causes o f minor Line stoppages, improvement "second-rate" products can be produced perfectly, we need to
campaign results, etc.
consider what else quality can mean. First, a quality product
4. Materials and Storage site specifications, part names, kanban card displays, should satisfy customer needs in some way. Second, the product
parts displays o f minimum and maximum allowable inventory,
management floor area and height restridions for storage areas; defect
should be reliable-it should work without breakdowns, be easy
storage site indicators; notices about missing inventory to use, and be easy to maintain and repair. And it doesn't hurt if
items, retained items, items awaiting disposal, items t o be it's attractive. The way customers use a product should determine
repaired, etc.
the specific quality features built into it.
5. Management Maintenance schedules and results charts; displays of
o f equipment, equipment checkpoints (sections and check items); routine There are a number of factors to consider when appraising the
jigs, and tools inspection check sheets; storage site instructions for dies, jigs, quality of products. Standardized methods can be applied to this
and tools (including inventory and ordering information);
spare parts inventory; inventory shelf management; tags
appraisal. Figure 4-3 shows how eleven product features were first
indicating name of equipment manager; notices describing prioritized in order of importance to the customer and then placed
reasons for breakdowns; etc. in a grid according to the type of quality factor each represented.
6. Safety Safety guidelines and special safety-related notices. In this example, by making sure that the first seven features are
designed into the product, all four quality aspects will be addressed.
7. Improvement Weekly and daily charts showing progress toward improvement
goals and targets, equipment capacity utilization results, defect
improvement elimination results, work-in-process and warehouse imventory Factors that distinguish the
management trend charts, safety trend charts, 55 and PM activity progress Basic quality factors product from the competition
charts, improvement proposal campaign results, displays o f
improvement case studies, etc. 1. Basic functions Example:
2. No negative effects 3. Running costs Product with
Figure 4-2. Examples of Visual Management Targets and Implementation Items 11. Durability distinctive
5. Safety
technology

4. Operability 7. Ease of installation

6. Maintainability 8. Enjoyability Example:
Daily-use
10. Versatility
products 9. Amctiveness i:irg
Secondary (bonus) quality factors Factors that enhance marketability

Figure 4-3. Product Quality Appraisal Factors and Their Significance

 CHAPTER 4
I APPLICATIONS OF STANDARDIZATION AND STANDARD WORK I

See the reference section at the end of this book for quality function arise in an operator's mind. If all ideas for solving a particular
deployment (QFD) and other methods to improve design quality problem are written down and then illustrated it will be easier for
to meet customer needs and reduce production costs as well. the team to understand the solutions being presented and discuss
their value. In Figure 4-5, the Idea Evaluation Chart, the team
Evaluating Improvement Ideas goes one step further and evaluates each idea base,d on technical
;tap$:.3B%
bi;2i merit, cost savings, and operator use. At this point it should be
The process of creating standards must also be standardized for
S S#
easy to identify the best solution and implement it.
Key point efictive standards to be developed and followed. In Chapter 2, this
process was discussed in detail. One additional aspect of the
improvement process worth mentioning here is the method of
generating and evaluating new ideas.
There are always a number of ways to solve problems and many
improvement plans will emerge as teams begin to analyze their
operations. How should they choose the ones to standardize?
Plan A: Improvement i n manual
operation 0 A 0 0
1. Use resinous solder Feasible even Requires Inexpensive: Try using the
I
First, make sure that all ideas are collected. Figure 4-4 shows an 2. Apply a largeamount of solder under current
conditions
veteran skills;
training w i l l
only solder
material needs
specialized jig,
give verbal
to the solder iron tip,then
Idea Sheet, which can be used to track and illustrate ideas as they I apply solder be needed changing instructions
3. Use a specialized jig t o
stabilize the plug

Objectives Ideas Plan Illustration

Plan A: Improvement i n manual operation
Plan B: Preheating method
1. Apply flux beforehand
0 0 0 0
(1.1) + (2.1) + (3.5) a
. 2. Dip wire into molten solder Requires Can be Jig Implement and
a new jig by setting improvement write new
3. Set plug into preheating standard can be done standard sheet
3. Apply molten flux
/- resinous solder device sequence inexpensively

1 1 1 1 1
A A

1
soldering iron Plan C: Spot welding method
1. Apply flux t o wire
wire

I II
2. Attach solder 1. Apply well-soldered 2. ~~~l~ wire to spot welder tip Requires tests Easy t o do Spot welder Postpone
t o parent iron tip t o parent stabilizing jig made and insert solder for quick investment
material material of heat-resistant melting problems (test required:
material about $77,000
I 2. Apply molten
solder t o wire I Plan B: Preheating method
;gv1~riak,

3. Insert solder
between wire and (1.3) + (2.2) + (3.1) ...
Merit: A=weak 0 = medium 0= strong
parent material;
apply heat quickly Figure 4-5. ldea Evaluation Chart
t o melt the solder 1. Dip wire i n 2. Dip wire i n 3. Apply soldering
molten flux molten solder iron

3. Heat parent 1. Use heater for

material preheating
2. Heat parent
material to solder
melting point
3. Preheat flux to
melting point
Preheating jig

Plan C: Spot welding method

m
Note: Numbers in parentheses are combinations of ideas from each of the objectives.
Figure 4-4. ldea Sheet
 1 A P P L I C A T I O N S OF S T A N D A R D I Z A T I O N A N D S T A N D A R D W O R K 1

Production Management
The basic purpose o f production management
Production management aims to control the production vari- Receiving and delivery planning
is t o strengthen the capabilities of the work
ables-what, when, where, and how many activities it takes to site and
promote higher efficiency. Production -
deliver products of the highest quality, in the shortest time, and managers use various checkpoints t o
Work Load planning
for the lowest costs. It helps smooth the flow of activities from the do this.
customer order to its delivery. Production management can serve - Labor-hour reduction planning

a number of purposes, all of which are related to the type of cus-

tomer and the customer needs being served by a product or ser- PLAN: - Personnel planning
vice. Figure 4-6 shows the functions of production management - Production -
planning
and how to create checkpoints according to the Plan-Do-Check functions - Daily schedule planning
cycle of continuous improvement. It breaks down the manage-
ment functions into three aspects: planning, implementing, and - Outside order planning
supervision.
In the standardization of production management, the methods of - Inventory planning
lean production create visual checkpoints throughout the produc-
tion process for all aspects of the management finction so that - Design management
communication is immediate and universal. Heijunka boxes com-
municate the demand and regulate the flow of production andlor
the flow of material withdrawal and use. Kanban cards communi- - Follow-up management
cate the demand upstream, ultimately determining raw material Production -
ordering and regulating supplier relationships. Visual displays and management -
Workload management
controls, error-proofing, and quick changeover methods continu-
ally decrease work-in-process inventory and defects. Operators DO: - Quantity control i n process
become their own inspectors of both the process and the technical Production -
implementation
standards. functions - Results management
The ultimate end of lean production is the ability to implement a
production system with a high degree of flexibility to respond to Conveyance management
changes in customer demand. This is discussed in the last section
of this chapter on small lots and level loads. - Outside order management

,CHECK:
- Supervisory Documentation management
functions
 CHAPTER 4 I APPLICATIONS OF STANDARDIZATION AND STANDARD WORK I

Decision-Making
When standards exist, a manager's responsibility becomes easier
because everyone knows what to do and how to do it. Standards
Key Polnt support the delegation of responsibility. Figure 4-7 shows a dia-
gram of the relationship between the standards and the chain of
responsibility.

Applications of Standard Work

At the beginning of this book we say that standard work is the cul-
mination of lean production. Hopefully, by now, you understand
why. Standards are the foundation of continuous improvement.
Without them you cannot focus or measure your improvements. Mass-production testing,
By the time you have implemented a cell layout, quick QC methods determined
changeover, and standard work, everyone should have embraced
a culture of continuous improvement. Standards and standard
work, as we have shown throughout this book, are not static or
unchanging. In fact, they are the basis from which improvement
changes can be analyzed and tested and then adopted by every-
one systematically. They are the content of training efforts-you In-factory inspection,
train people to adhere to both technical and process standards. analysis of quality data
Standard work, when implemented, creates an even workload for
every operator, so that no one works too little or too much, idle
time is reduced, and bottlenecks are eliminated. Balanced lines Improvement of
management methods
,
and standard work procedures are the basis for small-lot, level-
load production-the ultimate key to customer satisfaction and
reduced costs.

Figure 4 7 . Standards Supporting a Company's Chain of Responsibilities

69
 CHAPTER 4 I APPLICATIONS OF STANDARDIZATION A N D STANDARD WORK I

Production Management for Small Lots and Level Loads

In order to set up a pull system using kanban andlor small-lot pro-
Key Point duction using load leveling, standard work is necessary. Without
(1) standards in place, (2) standardization which is functioning as
part of daily work, and (3) standard work determining the process
sequence and allowing balanced lines, small-lot production and
load leveling will not be possible. Fluctuations in demand, last-
minute changes to a customer order, and rush orders can only be
fulfilled if flexibility in the production process is a reality. When
you can move operators from cell to cell because they are multi-
skilled and trained in the standard operations of each work sta-
tion, when you have standard work sequences visually displayed
no matter how many operators are working a cell, and when you
have load-leveling that allows you to produce small lots and
change the order of production to respond to last-minute changes
in demand, then you have achieved lean production. Costs will
be at a minimum, quality will be at a maximum, delivery will be
on time in the shortest time-and all of these will be the base-
lines driving further improvements in each.
Figure 4-8 shows the results of a production system when it
switches to small-lot, level production. Notice the difference in
average work-in-process to achieve the same results. Also note that
if any last-minute changes are made in quantity or features for any
model, these can be accommodated before the week is out
because all models are being made each day. Quick changeover
is obviously a critical component for achieving this flexibility.
In Figure 4-9, three types of production requirements are shown,
all implementing flow conditions. Different factories require dif-
ferent systems. Highly repetitive production is best served using
kanban and pull production. Job shops with one-time production
instructions can implement one-piece flow to advantage. Wide
variety production shops with both upstream and downstream
instructions can still adjust work-in-process to achieve leveled pro-
duction. All can use kanban or a modified kanban system to allow
downstream changes to be built into production orders and load .
leveling to be achieved.

Figure 48. Establishing Small-Lot Level Production

71
 CHAPTER 4
l APPLICATIONS OF STANDARDIZATION AND STANDARD WORK

becomes more effective, turnover rate drops, communication

among teams and between shifts is increased-people know what
they need to know when they need to know it. Only after working
in an environment where standard work is in place do you dis-
Daily schedule Feed-in Manufacturing Feed-in and cover the advantages to each operator that inevitably result.
instructions instructions instructions manufacturing instrucfions
Standardization and standard work procedures depend on and
, Status derive from all the methods of the lean production system; they
*
Process WIP : + i,\',:\,,management

ofvfo-.
rrt2xo
--..._-
_ ' -..--
'

,
>
:
' \ /

,', ','.
' \ \

"
bring these methods to their full potential; and they set in
motion a continuous improvement cycle for the whole plant
\

:
\

Kanban instructions: :: '\',

Number of kanban
\
\
* that is never ending.
o--o-.b
j,
\
i '1
\

Lot size per kanban U

Total lot size
Adjusted while
monitoring WIP One-time instructions
l

Figure 4-9. Flow Production i n Three Types o f Systems

Satisfied Employees
Generally, you will discover that everyone resists standardization
until they understand what it really means and how it benefits the
company and workers alike. It is often thought that standard pro-
cedures will destroy innovation and creativity. People don't want
to do it the same way as everyone else, and they don't want to do
it the same way every time. It seems boring. But in fact, 100 per-
Key Point cent of the time, once standardization is in effect and standard
work is in place, creativity, improvement, and job satisfaction
increase. There is now a system that is part of daily work to test
and improve the standards. Recognition for making improve-
ments builds self-esteem, and skill levels are increased through
training for multi-skill work. Conditions for boredom and resent-
ment-idle time and overwork-are eliminated. Training
 S T A N D A R D W O R K FOR T H E S H O P F L O O R APPLICATIONS OF S T A N D A R D I Z A T I O N A N D S T A N D A R D WORK

choose the ones to standardize? First, make sure that all ideas
are collected. If all ideas for solving a particular problem are
written down and then illustrated it will be easier for the team
to understand the solutions being presented and discuss their
In this chapter we offer a number of specific applications of value. The team then goes one step further and evaluates each
standardization to help you identify improvement targets idea based on technical merit, cost savings, and operator use. At
for specific purposes: new employee training, quality design, this point it should be easy to identify the best solution and
evaluating improvement ideas, production management, and implement it.
decision-making. Production management aims to control the production vari-
New employee training includes employee-to-employee training, ables-what, when, where, and how many activities it takes to
training by specialists or managers, and training by visual manage- deliver products of the highest quality, in the shortest time, and
ment. Employee-to-employee, on-the-job training is the most for the lowest costs. It helps smooth the flow of activities from
common system of training used in factories. However, to be effec- the customer order to its delivery. Production management can
tive it requires standardization and the scrutiny of continuous serve a number of purposes, all of which are related to the type
improvement cycles to support adherence to reliable methods. of customer and the customer needs being served by a product
Training by specialists or managers should always be hands-on at or service. In the standardization of production management, the
the worksite, even if fundamentals are covered in a classroom. methods of lean production create visual checkpoints throughout
After mastering the basics, teachers should make sure trainees the production process for all aspects of the management function
understand the relevant troubleshooting methods. Training by so that communication is immediate and universal. Heijunka
visual management uses displays of targets and measures, differ- boxes communicate the demand and regulate the flow of pro-
ences between standards and actual results, and the standard work duction andlor the flow of material withdrawal and use. Kanban
procedures themselves to give feedback on how well operations are cards communicate the demand upstream, ultimately deter-
adhering to the standards. These displays are posted at worksta- mining raw material ordering and regulating supplier relation-
tions and in cells and work areas so that operators can use them to ships. Visual displays and controls, error-proofing, and quick
correct variances and recognize where problems exist. changeover methods continually decrease work-in-process
inventory and defects. Operators become their own inspectors of
Quality design ensures zero defects in the product produced. both the process and the technical standards. T h e ultimate end
But since second-rate products can be produced perfectly, we of lean production is the ability to implement a production sys-
need to consider what else quality means. First, a quality prod- tem with a high degree of flexibility to respond to changes in
uct should satisfy customer needs in some way. Second, the customer demand. As regards decision-making, when standards
product should be reliable-it should work without break- exist, a manager's responsibility becomes easier because every-
downs, be easy to use, and be easy to maintain and repair. It one knows what to do and how to do it. Standards support the
doesn't hurt if it7sattractive. The way customers use a product delegation of responsibility.
should determine the quality features built into it.
Standards are the foundation of continuous improvement.
Evaluating improvement ideas and the process of creating stan- Without them you cannot focus or measure your improve-
dards must also be standardized for effective standards to be ments. By the time you have implemented a cell layout, quick
developed and followed. There are always a number of ways to changeover, a n d standard work, everyone should have
solve ~ r o b l e m sand many improvement plans will emerge as embraced a culture of continuous improvement. Standards and
teams begin to analyze their operations. How should they standard work, as we have shown throughout this book, are not
 S T A N D A R D W O R K FOR T H E SHOPFLOOR

static or unchanging In fact, they are the basis from which

improvement changes can be a n a l ~ z e dand tested and then
adopted by everyone systematically. They are the content of
training efforts-you train people to adhere to both technical
and process standards. Standard work, when implemented, cre-
ates an even workload for every operator, so that no one works
too little or too much, idle time is reduced, and bottlenecks are
eliminated. Balanced lines and standard work procedures are
the basis for small-lot, level-load production-the ultimate key
to customer satisfaction and reduced costs. In order to set up a
pull system using kanban andlor small-lot production using load
leveling, standard work is necessary.
Generally, you will discover that everyone resists standardization
until they understand what it really means and how it benefits
the company and workers alike. In fact, I00 percent of the time,
once standardization is in effect and standard work is in place, cre-
ativity, improvement, and job satisfaction increase. Only after work-
ing in an environment where standard work is in place do you
discover the advantages to each operator that inevitably result.
Standardization and standard work procedures depend on and
derive from all the methods of the lean production system; they
bring these methods to their full potential; and they set in
motion a continuous improvement cycle for the whole plant
that is never ending.
 CHAPTER 5 I REFLECTIONS AND CONCLUSIONS 1 .

An Implementation Summary for

Standard Work
 CHAPTER 5 REFLECTIONS AND CONCLUSIONS

Reflecting on What You've Learned Additional Resources Related to

- An important part of learning is reflecting on what you've learned. Standardization and Standard Work
Key Po~nt Without this step, learning can't take place effectively. That7swhy
Books and Videos
we've asked you to reflect at the end of each chapter. And now
that you've reached the end of the book, we'd like to ask you to Waste Reduction and Lean Manufacturing Methods
reflect on what you've learned from the book as a whole.
Shigerhiro Nakamura, The New Standardization: Keystone of
Take ten minutes to think about the following questions and to Continuous Improvement in Manufacturing (Productivity Press,
write down your answers: 1993). This book offers detailed descriptions of the standardiza-
What did you learn from reading this book that stands out as partic- tion process to be used in every department in a manufacturing
ularly useful or interesting? company from the shopfloor to top management.

What ideas, concepts, and techniques have you learned that will be Hiroyuki Hirano, JIT Implementation Manual: The Complete
most useful to you during implementation of standard work? How Guide to lust-in-Time Manufacturing (Productivity Press, 1990).
will they be useful? This two-volume manual is a comprehensive, illustrated guide to
every aspect of the lean manufacturing transformation.
What ideas, concepts, and techniques have you learned that will be
least useful during implementation of standard work? Why won't Hiroyuki Hirano, !IT Factory Revolution: A Pictorial Guide to
they be useful? Factory Design of the Future (Productivity Press, 1988). This
book of photographs and diagrams gives a n excellent overview of
Do you have any questions about standard work? If so, what
are they? the changes involved in implementing a lean, cellular manufac-
turing system.
Shigeo Shingo, A Study of the Toyota Production System: From an
Opportunities for Further Learning
Industrial Engineering Viewpoint (Productivity Press, 1989). This
Here are some ways to learn more about standard work: classic book was written by the renowned industrial engineer who
Find other books, videos, or trainings on this subject. Several are helped develop key elements of the Toyota system's success.
H o w to S t e p s
listed on the next pages. Jeffrey Liker, Becoming Lean: Inside Stories of U.S. Manufacturers
If your company is already implementing standard work, visit other (Productivity Press, 1997). This book shares powerful first-hand
departments or areas to see how they are applying the ideas and accounts of the complete process of implementing cellular manu-
approaches you have learned about here. facturing, just-in-time, and other aspects of lean production.
Find out how other companies have implemented standard work. Japan Management Association (ed.), Kanban and lust-in-Time
You can do this by reading magazines and books about standard work, at Toyota: Management Begins at the Workplace (Productivity
and by attending conferences and seminars presented by others. Press, 1986). This classic overview book describes the underlying
concepts and main techniques of the original lean manufactur-
ing system.
Conclusions
Taiichi Ohno, Toyota Production System: Beyond Large-Scale
Standardization and standard work are more than a series of Production (Productivity Press, 1988). This is the story of the first
techniques. They are a fundamental approach to improving the
lean manufacturing system, told by the Toyota vice president who
manufacturing process. We hope this book has given you a taste
was responsible for implementing it.
of how and why this approach can be helpful and effective for
you in your work.
 CHAPTER 5 F REFLECTIONS A N D CONCLUSIONS

Ken7ichiSekine, One-Piece Flow: Cell Design for Transforming Poka-Yoke (Mistake-Proofing) and Zero Quality Control
the Production Process (Productivity Press, 1992). This compre-
Productivity Press Development Team, Mistake-Proofingfor
hensive book describes how to redesign the factory layout for the
Operators: The ZQC System (Productivity Press, 1997). This
most effective deployment of equipment and people; it includes
Shopfloor Series book describes the basic theory'behind mistake-
many examples and illustrations.
proofing and introduces poka-yoke systems for preventing errors
Iwao Kobayashi, 20 Keys to Workplace Improvement (Productivity that lead to defects.
Press, 1995). This book addresses 20 key areas in which a company
Shigeo Shingo, Zero Quality Control: Source Inspection and the
must improve to maintain a world class manufacturing operation.
Poka-Yoke System (Productivity Press, 1986). This classic book
A five-step improvement for each key is described and illustrated.
tells how Shingo developed his ZQC approach. It includes a
detailed introduction to poka-yoke devices and many examples
The 5S System and Visual Management of their application in different situations.
Tel-A-Train and the Productivity Press Development Team, The NKSIFactory Magazine (ed.), Poka-Yoke: Improving Product
5 s System: Workplace Organization and Standardization (Tel-A- Quality by Preventing Defects (Productivity Press, 1988). This
Train, 1997). Filmed at leading U.S. companies, this seven-tape illustrated book shares 240 poka-yoke examples implemented at
training package (CO-producedwith Productivity Press) teaches different companies to catch errors and prevent defects.
shopfloor teams how to implement the 5s System.
C . Martin Hinckley, Make No Mistake! An Outcome-Based
Productivity Press Development Team, 5 s for Operators: Five Approach to Mistake-Proofing (Productivity Press, 2001). This
Pillars of the Visual Workplace (Productivity Press, 1996). This book sorts all the best methods for preventing defects into an
Shopfloor Series book outlines five key principles for creating a outcome-based classification system to give you the fastest, easiest
clean, visually organized workplace that is easy and safe to work means for identifying alternative mistake-proofing concepts.
in. Contains numerous tools, illustrated examples, and how-to
steps, as well as discussion questions and other learning features. Total Productive Maintenance
Michel Greif, The Visual Factory: Building Participation Through
Japan Institute of Plant Maintenance (ed.), TPM for Every Operator
Shared Information (Productivity Press, 1991).This book shows
(Productivity Press, 1996).This Shopfloor Series book introduces
how visual management techniques can provide just-in-time
basic concepts of TPM, with emphasis on the six big equipment-
information to support teamwork and employee participation
related losses, autonomous maintenance activities, and safety.
on the factory floor.
Japan Institute of Plant Maintenance (ed.),Autonomous
Quick Changeover Maintenance for Operators (Productivity Press, 1997).This
Shopfloor Series book on key autonomous maintenance activities
Productivity Press Development Team, Quick Changeover for includes chapters on cleaninglinspection, lubrication, localized
Operators: The SMED System (Productivity Press, 1996). This containment of contamination, and one-point lessons related to
Shopfloor Series book describes the stages of changeover maintenance.
improvement with examples and illustrations.
Shigeo Shingo, A Revolution in Manufacturing: The SMED Quality Improvement Methods
System (Productivity Press, 1985). This classic book tells the story
Yoji Akao (ed.), Quality Function Deployment: Integrating
of Shingo7sSMED System, describes how to implement it, and
Customer Requirements into Product Design (Productivity Press,
provides many changeover improvement examples.
1990).This book shows how to satisfy customer needs and expecta-
tions by translating them into design targets and quality assurance
 CHAPTER 5

points and then deploying them through ~ r o d u c design,

t parts About the Productivity Press
selection, and process design. It includes case studies, detailed Development Team
charts, and over 100 diagrams.
Since 1979, Productivity, Inc. has been publishing and teaching
John R. Hartley, Concurrent Engineering: Shortening Lead Times,
the world's best methods for achieving manufacturing excellence.
Raising Quality, and Lowering Costs (Productivity Press, 1998).
At the core of this effort is a team of dedicated prpduct develop-
By simultaneously examining the concerns of design, finance,
ers, including writers, instructional designers, editors, and produc-
and marketing from the very first stages of ~roductionplanning,
ers, as well as content experts with years of experience in the field.
concurrent engineering makes doing it right the first time the rule
Hands-on experience and networking keep the team in touch
instead of the exception. Contains sixteen clear guidelines for
with changes in manufacturing as well as in knowledge sharing
achieving concurrent engineering, and abundant case studies.
and delivery. The team also learns from customers and applies
Takashi Ichida, Product Design Review: A Method for Error-Free this knowledge to create effective vehicles that serve the learning
Product Development (Productivity Press, 1996). This book leads needs of every level in the organization.
you through the basic steps in design review and highlights the
nuances of this important quality assurance methodology to fore-
see and circumvent virtually all of the problems that can plague
the development process. Presents a systematic methodology
and case studies.
Kenichi Sekine and Keisuke Arai, Design Team Revolution: How to
Cut Lead Times in Half and Double Your Productivity (Productivity
Press, 1994). Exploring each area of the design process in detail,
this book shows how to transform designers from isolated multi-
project employees to team-based, production-style workers to bring
about the maximum productivity of your design department.

Newsletters
Lean Manufacturing Advisor-News and case studies on how
companies are implementing lean manufacturing philosophy and
specific techniques such as pull production, kanban, cell design,
and so on. For subscription information, call 1-800-394-6868.

Training and Consulting

Productivity Consulting Group offers a full range of consulting
and training services on lean manufacturing approaches. For
additional information, call 1-800-394-6868.

Website
 About the Shopfloor Series
Put powerful and proven improvement tools in the hands of your
entire workforce!
Progressive shopfloor improvement techniques are imperative for manufacturers
who want t o stay competitive and t o achieve world class excellence. And it's t h e
comprehensive education o f a l l shopfloor workers t h a t ensures f u l l participation
and success when implementing new programs. The Shopfloor Series books make
practical information accessible t o everyone by presenting major concepts and
tools i n simple, clear Language.

Books currently in the Shopfloor Series include:

5 5 FOR OPERATORS FOCUSED EQUIPMENT IMPROVEMENT FOR
5 Pillars of the Visual Workplace TPM TEAMS
The Productivity Press Development Team The Japan Institute of Plant Maintenance
ISBN 1-56327-123-0 / 133 pages ISBN 1-56327-081-1 / 144 pages
Order 5SOP-BK / $25.00 Order FEIOP-BK / $25.00
QUICK CHANGEOVER FOR OPERATORS OEE FOR OPERATORS
The SMED System The Producfivity Press Development Team
The Productivity Press Development Team ISBN 1-56327-221-0 / 96 pages
ISBN 1-56327-125-7 / 93 pages Order OEEOP-BK / $25.00
Order QCOOP-BK / $25.00
MISTAKE-PROOFING FOR OPERATORS CELLULAR MANUFACTURING
for
The Productivity Press Development Team
ISBN 1-56327-127-3 / 93 pages The Productivity Press Development Team
Order ZQCOP-BK / $25.00 ISBN 1-56327-213-X / 96 pages
Order CELL-BK / $25.00
JUST-IN-TIME FOR OPERATORS
The Productivity Press Development Team KANBAN FOR THE SHOPFLOOR
ISBN 1-56327-134-6 / 96 pages The Produ&.vity Press Development Team
Order JITOP-BK / $25.00 ISBN 1-56327-269-5 / 120 pages
Order KANOP-BK / $25.00
TPM FOR EVERY OPERATOR
The Japan Institute of Plant Maintenance KAIZEN FOR THE SHOPFLOOR
ISBN 1-56327-080-3 / 136 pages The Productivity Press Development Team
Order TPMEO-BK / $25.00 ISBN 1-56327-272-5 / 112 pages
Order KAIZOP-BK / $25.00
TPM FOR SUPERVISORS
The Producfivity Press Development Team PULL PRODUCTION FOR THE SHOPFLOOR
ISBN 1-56327-161-3 / 96 pages The Producfivity Press Development Team
Order TPMSUP-BK / $25.00 ISBN 1-56327-274-1 / 122 pages
Order PULLOP-BK / $25.00
TPM TEAM GUIDE
Kunio Shirose
STANDARD WORK FOR THE SHOPFLOOR
ISBN 1-56327-079-X / 175 pages
The Productivity Press Development Team
Order TGUIDE-BK / $25.00
ISBN 1-56327-273-3 / 112 pages
AUTONOMOUS MAINTENANCE Order STANOP-BK / $25.00
The Japan Institute of Plant Maintenance
ISBN 1-56327-082-X / 138 pages
Order AUTOMOP-BK / $25.00

Productivity Press, 444 Park Avenue South, 7th Floor, New York, NY 10016
Customer Service Department: Telephone 1-888-319-5852 - www.productivitypress.com
Books from Productivity Press
Productivity Press publishes books that empower individuals and companies t o
achieve excellence i n quality, productivity, and the creative involvement of all
employees. Through steadfast efforts t o support the vision and strategy of
continuous improvement, Productivity Press delivers today's Leading-edge tools
and techniques gathered directly from industry leaders around the world.
To request a complete catalog of our publications call us t o l l free at
888-319-5852 or visit us online at www.produdivitypress.com

THE NEW STANDARDIZATION-KEYSTONE OF CONTINUOUS

IMPROVEMENT I N MANUFACTURING
Shigehiro Nakamura
I n an era of continuous improvement and IS0 9000, quality i s not an option but
a requirement-and you can't set or meet criteria for quality without standardiza-
tion. Standardization lets you share information about the best ways t o do things
so that they w i l l be done that way consistently. This book shows how t o make
standardization a living system of just-in-time information that delivers exactly
the information that's needed, exactly when it is needed, and exactly where it is
needed. It's the only way t o sustain the results of your improvement efforts i n
every area of your company.
ISBN 1-56327-251-2 / 284 pages / $40.00 / Stock # STANDP-BK

VALUE STREAM MANAGEMENT-EIGHT STEPS TO PLANNING, MAPPING,

AND SUSTAINING LEAN IMPROVEMENTS
Don Tapping, Tom Luyster, and Tom Shuker
Value stream management is a complete system that provides a clear path t o lean
implementation, ensuring quick deployment and great benefits. Value Stream
Management-Eight Steps to Planning, Mapping, and Sustaining Lean Improvements
shows you how t o use mapping as part of a complete system for lean implementa-
tion. The central feature of this illustrative and engaging book is the value stream
management storyboard, a tool representing an eight-step process for lean imple-
mentation. The storyboard brings together people, tools, metrics, and reporting
into one visual document.
ISBN 1-56327-245-8 / 169 pages / $45.00 / Stock # VALUE-BK

Productivity Press-www.productivitypress.com
REORGANIZING THE FACTORY: COMPETING THROUGH PROCESS MASTERING-HOW TO ESTABLISH AND DOCUMENT THE BEST
CELLULAR MANUFACTURING KNOWN WAY TO DO A JOB
Nancy Hyer and Urban Wemmerlov Ray W. Wilson and Paul Harsin
Cellular manufacturing principles, applied t o either administrative work or produc- This book offers a method t o create a continuous improvement document-the
tion, are fundamental building blocks for Lean and quick response organizations. "Process Master." This new quality t o o l documents a l l the facets of a process as
Reorganizing the Factory is the definitive reference book i n this important area. they actually occur-steps, inputs, outputs, equipment, controls-utilizing the
Reorganizing the Factory's detailed and comprehensive "life cycle" approach w i l l "untapped" process knowledge of your organization's workforce. It allows you t o
take readers from basic concepts and advantages of cells through the process of standardize a procedure, which then can be easily reviewed and improved. The
justifying, designing, implementing, operating, and improving this new type of benefits include cost reduction, increased productivity, improved safety, higher
work organization i n each unique environment. morale, and the ability t o meet the changing expectations of your customers.
ISBN 1-56327-228-8 / 784 pages / $90.00 / Stock # REORG-BK ISBN 0-527-76344-6 / 168 pages / $24.00 / Stock # MASTER-BK

FAST TRACK TO WASTE-FREE MANUFACPURING-STRAIGHT TALK ONE-PIECE FLOW-CELL DESIGN FOR TRANSFORMING
FROM A PLANT MANAGER THE PRODUCTION PROCESS
John W. Davis Kenichi Sekine
Now available in text and audio book formats!" By reconfiguring your traditional assembly lines into production cells based on
Batch, or mass, manufacturing i s still the preferred system of production for most one-piece flow, you can drastically reduce your Lead time, staffing requirements,
U.S.-based industry. But t o survive, Let alone become globally competitive, com- and number of defects. Sekine examines the basic principles of process flow build-
panies w i l l have t o put aside their old habitual mass manufacturing paradigms ing, then offers detailed case studies of how various industries designed unique
and completely change their existing system of production. I n Fast Track to Waste- one-piece flow systems t o meet their particular needs.
Free Manufacturing: Straight Talkfrom a Plant Manager, John Davis details a new ISBN 0-915299-33-X / 308 pages / $75.00 / Stock # 1PIECE-BK
and proven system called Waste-Free Manufacturing (WFM) that rapidly deploys
the Lean process. He covers nearly every aspect of the lean revolution and pro- TOYOTA PRODUCTION SYSTEM-BEYOND LARGE-SCALE PRODUCTION
vides essential tools and techniques you will need t o implement WFM. Drawing Taiichi Ohno
from more than 30 years of manufacturing experience, John Davis gives you Now available in text and audio book formats!"
tools and techniques for eliminating anything that cannot be clearly established Taiichi Ohno is considered the inventor of the Toyota Production System (known
as value added. as Just-In-Time manufacturing) and lean manufacturing. I n Toyota Production
Text Format: ISBN: 1-56327-212-1 / 425 pages / $45.00 / Stock # WFM-BK System, the creator of just-in-time production for Toyota reveals the origins,
Audio book format: daring innovations and ceaseless evolution of the Toyota system into a f u l l
On 4 audio CDs: management system.
ISBN: 1-56327-279-2 / $37.95 / 296 minutes / Stock # FASTCD-BK Text Format: ISBN 0-915299-14-3 / 143 pages / $45.00 / Stock #: OTPS-BK
On 4 audio cassettes: Audio book format:
ISBN: 1-56327-278-4 / $37.95 / 296 minutes / Stock # FASTTP-BK On 3 audio CDs:
*The audio version i s an abridgement of the original text edition. ISBN: 1-56327-267-9 / $23.00 / 180 minutes / Stock # OHNOCD-BK
On 2 audio cassettes:
ISBN: 1-56327-268-7 / $23.00 / 180 minutes / Stock # OHNOTP-BK
*The audio version is an abridgement of the original text edition.

Productivity Press-www.productivitypress.com Productivity Press-www.productivitypress.com

Standard work is an agreed upon set of work procedures that effectively com-

process, sequence, takt time, layout, and the inventory needed t o conduct the
activity. Standard work begins as an improvement baseline and evolves into a
reliable method. I t establishes the best activities and sequence steps t o maxi-
mize performance and minimize waste.

Standard Work for the Shopfloor introduces production teams and managers t o
basic standard work concepts and applications. Use this book t o get everyone
on board t o maintain quality, efficiency, safety and predictability. This book
will enable plant managers t o explain and thereby get the support they need
from higher management for their performance improvement efforts.

In this book you will learn about:

The characteristics of standards
Key benefits and applications of standardization
Standard work concepts and calculations
Standard work steps and documentation
Using standard work manuals, charts, and worksheets
Cell staffing (line balancing and full work)

Productivity's Shopfloor Series books offer a simple, cost-effective approach for

building basic knowledge about key manufacturing improvement topics. Like
all our Shopfloor Series books, Standard Work for the Shopfloor includes innova-
tive instructional features that are the signature of the Shopfloor Series. The
goal: t o place powerful and proven improvement tools such as standardization
techniques in the hands of your entire workforce.

Key learning features include:

Well-organized, and easy-to-assimilate learning
Chapter overviews and summaries
Questions throughout each chapter t o help you apply the learning t o your

Margin icons that flag definitions, main points, and other highlights