1. Standardized Work

2. Implementation Goal
Anyone responsible for implementing and using Standardized Work will gain an appreciation for Standardized Work by learning:
WHAT it is
HOW it fits into the lean system
WHY it can help in your daily job performance

3. Objectives Define Standardized Work
State the reasons and benefits for implementing Standardized Work
Compare and contrast current work performance to Standardized Work performance
Identify barriers to implementing Standardized Work and develop ways to remove them
Understand and learn how to develop Standardized Work

4. 1. Standardized Work Defined

5. What is it ?
Work conditions, methods, and procedures that allow consistently repeatable results.
Work-group generated
Guided by documentation
Starting point for Problem Solving
Foundation for continuous improvement

6. History of Standardized Work
Based on proven U.S. military methods
Incorporated by T. Ohno during the 1950’s at Toyota
Part of Standardization, which is the foundation of Toyota Production System

7. “I don’t care how you get the job done, just do it.”
Old Paradigm
“I don’t care how you get the job done, just do it.”

8. “Everyone does the job the same way each time.”
New Paradigm
“Everyone does the job the same way each time.”
The Process not the Person
Consistent working sequence, cycle time and standard in-process stock regardless of which team member is performing the job.
A proper method of problem solving is to repeatedly ask “Why?” something has occurred until you can get to a
root cause of the problem.

9. Traditional vs. Standardized Work
Traditional Work
Reacts to fires
Searches for things
Processes designed without input from staff
Work is equipment- centered
Uses a variety of individual methods
Produces inconsistent results
Standardized Work
Prevents problems
Finds things easily
Processes designed by staff & supervisors
Work is human-centered
Follows and improves the standard process
Produces consistent results

10. Standardized Work Allows for…
Worksite Management:
Abnormal situations can be easily identified
Problem solving can occur based on the discrepancy from the Standard
Efficient training that produces operators who perform to the Standard
Continuous Improvement:
Identification of waste in the process
Team members can suggest improvements

11. Standardized Work Ensures…
Built-in Quality at every process in the system.
Just-in-Time processing
The next process is provided with the right product and/or service, at the right time, in the right quantity

12. Standardized Work Summary
Four Main Advantages
Prevents Over Processing (Waste)
Ensures Quality Requirements
Lowers/Stabilizes Cost
Establishes Normal vs. Abnormal Criteria

13. 2. Standardized Work Pre-requisites

14. Pre-Requisites Repeatable Human Motion Reliable Equipment
Quality Incoming Materials and/or Supplies
Accurate Information – On Time

15. 3. Standardized Work Components

16. Three Components of Standardized Work
Takt Time
Work sequence
Standard In-process stock

17. Takt Time

18. Takt Time… Sets the pace Is….
The time allowed to complete one procedure
Based on available time and demand
Computed and adjusted as demand changes

19. Takt Time Formula
TT =
Available Time
Demand

20. Daily Available Time Total daily operating time: EXAMPLE:
The total time to treat the demand MINUS the scheduled downtime
EXAMPLE:
ED department runs 24 hours per day
Total available time in a day – 1440 minutes
No scheduled downtime
Daily Available Time = 1440 minutes

21. The total processing requirement EXAMPLE:
Daily Demand Rate
The total processing requirement
EXAMPLE:
ED department is treating patients at the rate of 3,000 per month. Based on 30 days per month, patients must be treated per day.
Daily Processing Requirement =
Patient Takt Time =
3,000 pts./month
30 days/month
= 100 pts./day
1440 mins/day
100 pts./day
= 14.4 mins/pt.
Takt Time = 14.4

22. Work Sequence

23. Work Sequence Is…
The repetitive performance of work elements that produce quality in an efficient manner:
Work sequence can be work performed at multiple processes or multiple elements at a single process.

24. Example

25. 4. Standardized Work Forms

26. Standardized Work Forms
Time Study Sheet
Standardized Work Chart or Spaghetti Diagram
Standardized Work Combination Table
Standardized Work Sheet
Job Instruction Training Sheet

27. Time Study
Start and stop point identified for accurate and consistent timing
Time for each individual element captured
Time given to operator is based on the average time of 10 separate studies per element
Worker effort rated if standard data not used
Person with knowledge of area review current state assessment to check for accuracy

28. Time Study Sheet

29. Spaghetti Diagram and Standardized Work Chart

30. Spaghetti Diagram or STW. Chart…
Diagrams operator work sequence
Documents:
Walking patterns
Sequence of job elements

31. Lab Process Current State Spaghetti Diagram
Average time for lab process was 13 minutes with excessive walking
Spaghetti Diagram for Lab Process
PAT ENTRANCE
3 PATIENTS 4
PAT
lab walk time
One patient 210 feet process
20 per day =4200 feet per day
WILMA
0.5 second per foot = 35 minutes walk time 3 1
LAB AREA
Dispatch box
lab
tube
cubicles 7 2
cupboard 6
workbench 8 5

32. Standardized Work Combination Table

33. Standardized Work Combination Table
Combines human and machine movements, based on Takt Time.
Visually displays times for:
Operator:
Working
Walking
Waiting
Automatic machine times
Cycle Time compared to Takt Time
Creates a timed picture of human work and process flow.
Helps identify waste within the cycle.

34. Example

35. Standardized Work Sheet

36. Standardized Work Sheet

37. Example

38. 5. Additional Uses for Standardized Work

39. Standardized Work Uses
Safety
Reduces ergonomic burden
Highlights potential hazards
Training
Training New Team Members
Cross-Training for Flexibility
Problem Solving
Pin Pointing Discrepancies
Continuous Improvement
Work Balancing
Kaizen Activities

40. Job Instruction and Training

41. Purpose of Job Instruction
Transfer the needed knowledge and skills to the team member so that Standardized work is performed resulting in the work being completed:
Safely
Correctly
Consistently

42. Job Instruction Training Sheet
Major Steps
WHAT to do
Discreet value- added actions
Simple, Correct, Consistent
Key Points
HOW to do it
Specific motion or information needed to perform the major step correctly
Safety is always a key point
Reasons
WHY to do it
Effects on:
Safety
Ergonomics
Gov’t. Reg’s
Quality
Productivity
Cost
Other

43. JIT Sheet

44. Job Instruction Methods 4 Step Approach
Prepare
Present
Tryout
Follow-up

45. Continuous Improvement
Problem Solving
Continuous Improvement
Yamazumi Chart
Seven Wastes
Motion Kaizen

46. Yamazumi (Work Balance) Chart
An effective tool for identifying:
Waste
Overburden
Unevenness
A graphical tool used to compare each staff member’s workload to Takt Time
Compares all of the staff members’ workloads in one chart
Used to calculate the quantity of staff members needed for a work area

47. Receptionist Process Time (secs) Current State Waste Reduced
Cycle Time
Walk back to seat
(15 feet)
Place sheet to bin
Walk sheet Back to
Lab (15 feet)
Stamp Top sheet
Receive Top sheet
Walk back to seat
WASTE
Place sheet to bin
Future state
Cycle Time
Walk sheet back to
Lab
Place sheet to bin
Time
(secs)
WASTE
Receive Top sheet
Stamp Top sheet
Stamp Top sheet
Receive Top sheet
Current State
Waste Reduced
Future State

48. Seven Wastes

49. What is Lean?
“A process of continuously identifying, reducing and eliminating waste (non-value added activity)”
“Waste is defined as anything other than the minimum amount of equipment, materials, parts, space and worker's time which are absolutely essential to add value to the product”
Shoichiro Toyoda
President, Toyota

50. Lean is…
A system of thinking, not just a set of tools
A learning system which encourages staff to perform better in technical operations, which, in turn, increases process performance.
The relentless pursuit of waste!!

51. 7 Wastes + 1 Correction/Rework Movement Waiting Inventory
Dirty instruments in Assembly, damaged instruments, bent instruments, aborted sterrad cycle
Movement
Searching for paperwork, walking long distance to printer or scanner, getting wrap, obtaining containers
Waiting
Waiting for scopes and light cords, waiting on sterile carts, waiting on cases to start
Inventory
Extra sets and instruments, excessive amounts of filters or supplies, extra containers
Overproduction
Cleaning and Assembly of several sets not needed for OR, Pulling OR cases by supplies days ahead of time
Transportation
Searching for sterile, stat, or distribution carts; extra trips for decon rounds, distribution of sets
Over-Processing
Second signature of assembled sets, two or more indicators in a set, extra instruments in sets
People
Not using people’s abilities to their fullest potential, improper training and education of staff

52. Causes of Waste Organizational issues Operational issues
Lack of workplace organization
Lack of training
Inconsistent performance measures
Poor production planning and scheduling
Operational issues
Long setup time
Lack of Preventive Maintenance
Layout (distance)
Work methods
Incapable processes
Supplier quality

53. Why Reduce Waste?
Makes Work
Safer
Faster
Cheaper
Easier

54. How Do We Reduce Waste ? Eliminate: Combine: Reduce: Simplify:
Workstations, Complexity
Combine:
Workstations, Processes
Reduce:
Content, Complexity
Simplify:
Process

55. Motion Kaizen

56. Kai = Change Zen = for the Better
Definition of Kaizen
Kai = Change Zen = for the Better
“A change for the better” or “continuous improvement”

57. Kaizen Events… Targeted Improvement Document Standardized Work
Study through observation to improve
Document and train new Standardized Work to maintain the improvement

58. Instructions for Work Kaizen
Objectives
In order to Kaizen, we look at the worker’s motions. The goal is not to make the individual tasks faster, but to develop smooth and repetitive motions with little waste.
Priority of Work Kaizen vs. Equipment Kaizen:
Work Kaizen can be done in little time
Work Kaizen can be done with little investment
If Kaizens are unsuccessful, other Kaizens can be easily tried

59. Kaizen Example: - Current State Lab Process
Spaghetti Diagram for Lab Process
PAT ENTRANCE
3 PATIENTS 4
PAT
PAT
lab walk time
One patient 210 feet process
PAT
20 per day =4200 feet per day
PCA
0.5 second per foot = 35 minutes walk time
PAT 3
PAT 1
PAT
LAB AREA
PAT
Dispatch box
lab
tube
cubicles 7
lab 2
cubicles
lab
cupboard 6
workbench
cubicles
lab
cubicles 8
lab 5
cubicles
Average time for lab process was 13 minutes with excessive walking

60. Lab Process Future State Spaghetti Diagram
Spaghetti Diagram for Lab Process
LAB Triage 1
PAT ENTRANCE
3 PATIENTS
PAT
Lab walk time
One patient 15 feet process
PCA
LAB AREA
Dispatch box
lab
tube
cubicles 2
cupboard
workbench 3
EXIT
DOOR
Implemented efficient and standardized process focusing on waste reduction ( 54% Reduction in lab process time )