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1 SW001 Standard Work Standard Work Workshop. 2 SW001 Standard Work Agenda Time Topic/Activity Day 1 8:00 AMOpening 8:05 AMIntroduction 8:15 AMModule.

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Presentation on theme: "1 SW001 Standard Work Standard Work Workshop. 2 SW001 Standard Work Agenda Time Topic/Activity Day 1 8:00 AMOpening 8:05 AMIntroduction 8:15 AMModule."— Presentation transcript:

1 1 SW001 Standard Work Standard Work Workshop

2 2 SW001 Standard Work Agenda Time Topic/Activity Day 1 8:00 AMOpening 8:05 AMIntroduction 8:15 AMModule 1 Continuous Improvement Approach (15) 8:35 AMModule 2 Standardization (19) 9:00 AMBreak 9:15 AMExercise 1 – Break-out Observe Video & Do Line Layout 10:15 AMReport-outs 10:35 AMModule 3 Standard Work (36) 11:15 AMExercise 2 – Video Data Collection (Takt Time, Target Cycle Time, Machine Times/Capacity, Manual time, Walk Time, Wait Time, & Actual Cycle Time 12:00 PMLunch 12:45 PMBreak-out Continues 1:45 PMReport-outs 2:15 PMModule 4 Standard Work Tools (39) 3:00 PMExercise 3 – Break-out (SWCT, Staffing Bar Graph & Staffing Chart 4:30 PMReport-outs 5:00 PMAdjourn

3 3 SW001 Standard Work Agenda Time Topic/Activity Day 2 8:00 AMIntroduction Day 2 8:15 AMModule 5 Product Mix (14) 8:30 AMExercise 4 Break-out (Visit Line, Observe, Takt Time, Target Cycle Time, Manual/Machine Time, Walk/Wait Time & SWCT 12:00 PMLunch 12:45 PMModule 6 Improvement Activity Form (5) 1:00 PMExercise 5 – Break-out 1:45 PMBreak 2:00 PMModule 7 Implementation (10) 2:15 PMExercise 6 – Break-out 3:00 PMReport-outs 4:00 PMAdjourn

4 4 SW001 Standard Work Standard Work Workshop Name Years Service Current Position

5 5 SW001 Standard Work Points To Be Revisited Definition: Question Or Subject That Will Be Addressed At A Later Time Point Is Scheduled To Be Covered Later In The Workshop Additional Time Is Needed To Clarify Point Additional Research Is Needed (We Don't Know) Point Is Beyond Scope Of Workshop (Subsequent Investigation Is Needed) Ensure That Unresolved Issues & Questions Are Addressed Instructor Determines When A Point Needs To Be Revisited Participant Writes Point On Wall Chart Criteria: Purpose: Method:

6 6 SW001 Standard Work Definition: An Obstacle Is Anything That Impedes Or Prevents The Implementation Of Continuous Improvement Tools Purpose: Ensure That Obstacles Are Raised And Addressed (On Last Day) Method: Participant Writes Obstacles On Wall Chart At Any Time Obstacles

7 7 SW001 Standard Work Module 1 Continuous Improvement Approach

8 8 SW001 Standard Work Definition of Continuous Improvement Continuous Improvement simply means: Improving every aspect of every activity every day - forever Think of continuous improvement as a journey rather than a destination

9 9 SW001 Standard Work Introduction to Continuous Improvement Implementation of the AM Performance System has helped AM become much more competitive However, the vehicle OE and replacement marketplaces have become more difficult every year To continue to keep and grow business, we have no choice but to improve

10 10 SW001 Standard Work Introduction to Continuous Improvement This is not a new program - Continuous Improvement is an integral part of AM Performance System Continuous Improvement is a part of people supportive practices, one of the 14 AMr Performance System points provides new skills to employees, empowering them to design and improve their own work by standardizing on a new method, it gives people the ability to reduce variation

11 11 SW001 Standard Work Introduction to Continuous Improvement Standardization is really just a systematic and disciplined approach to doing things We will be using the same skills for supplier development

12 12 SW001 Standard Work Introduction to Continuous Improvement Why Standardize? Variability is the breeding ground of defects, and of high costs.

13 13 SW001 Standard Work Introduction to Continuous Improvement AM invests in training AM Empowers Employees –Design their own work –Rearrange their work place Employees follow THEIR plan –Do work according to plan –Same way every time Shared Plan

14 14 SW001 Standard Work Introduction to Continuous Improvement Manufacturing performance is like physical conditioning - you can go only one of two directions you can relax and get out of shape you can improve continuously and stay truly competitive Continuous Improvement develops standardized ways of doing things: you cannot do it right the first time without a standard every standard and every measure cries out for a better way and better performance - getting in better shape

15 15 SW001 Standard Work Continuous Improvement is needed: Increased competition Customer demands for lower prices Expectations for higher quality Changing technologies Need for more employee control of workplace Need for improved participation and self-direction Wider base of knowledge Safer, better workplace Zero accidents

16 16 SW001 Standard Work Work Unit 20 Keys LevelKey #10 - Work Standards 1 A few standardized work procedures are in place in the work unit.standardized work 2 Team members are familiar with formal work instruction sheets. A few activities have been analyzed by team members. At least 50% of team members have been trained in Standard Work.Standard Work 3 Standard work patterns have been developed by team members. All team members are following standard work patterns. Takt Time and Target Cycle Time have been established for the work unit. Labor utilization graphs or other visual tools are displayed to show balance and work distribution of team members. At least 75% of team members have been trained in Standard Work.Takt Time Cycle Time Standard Work 4 All activities in the work unit have been analyzed with Standard Work Charts (SWC). Standards have been established and used for all team member training. Efforts to reduce unnecessary motion and waiting in the work unit are documented. Balanced work plans have been established for all part numbers and/or families within the work unit. Work patterns for +/- 1 team member have been developed. 100% of team members have been trained in Standard Work.Standard Work Charts Standard Work 5 Standard work patterns are established for new processes and products prior to release for production to the work unit. All unnecessary motion and waiting in the work unit have been eliminated. Team members are involved in making adjustments to labor utilization levels, based on customer requirements.

17 17 SW001 Standard Work Workshop Goals Understand Continuous Improvement Steps Standardized work Takt time Work as a team Have fun!!

18 18 SW001 Standard Work 9 Continuous Improvement Process Steps 1.Observe current method 2.Document current method 3.Identify improvements (steps to eliminate) 4.Implement improvements 5.Validate quality and productivity of new method 6.Standardize new method 7.Document Before and After conditions 8.Recognize achievements 9.Look for next improvement

19 19 SW001 Standard Work Continuous Improvement is an integral part of AM Performance System Achieving World Class certification is of no benefit if the performance cannot be maintained There are only two choices deteriorating performance or CONTINUOUS IMPROVEMENT !!!!!!!!!!!!

20 20 SW001 Standard Work To achieve World Class levels, we must excel at continuously improving processes and work methods in every work unit, in every business group, at every facility, and at every supplier. Every day Continuous Improvement is an integral part of AM Performance System

21 21 SW001 Standard Work Ergonomics Standard Work Balance Boards Measurements Our focus will be on the following tools: Standard Work & Takt Time Production Tools. Standard Work & Takt Time Production Tools

22 22 SW001 Standard Work Module 2 Standardization

23 23 SW001 Standard Work Standard operations apply to: Working efficiently without wasteful motions Achieving line balancing among all processes in terms of production timing The minimum quantity of work-in-process Standardization - the best way Standardization - eliminating variation Standardization - the same sequence and method each time

24 24 SW001 Standard Work Standard operations apply to: Standardization makes it easy to see and check operational problems Standardization ensures that the results will be predictable and repeatable

25 25 SW001 Standard Work Standardization Results in the following improvements: Safety Quality Efficiency Productivity Standard Work Safety Quality Efficiency Productivity

26 26 SW001 Standard Work Standardization is a key to improving The standard method must be established and should be regarded as a good method But the standard method is only good - not best. Each method challenges us for a better way Continuously improved The best way has not yet been found

27 27 SW001 Standard Work The 8 Types of Waste Overproduction Correction Material Movement/Transportation Excess Processing Inventory Waiting Motion Lack of Employee Involvement

28 28 SW001 Standard Work Some Causes of Waste Incapable processes Engineering changes without process changes Lack of Customer input concerning requirements Inconsistent work methods Excessive variation Incapable suppliers Lack of communication Long changeovers Inconsistent schedules

29 29 SW001 Standard Work Standard Movements Standardization of work movement that supports our goals of: Safety Quality Efficiency Productivity Safety & Quality

30 30 SW001 Standard Work Safety and Ergonomics Make safety and ergonomics a number one concern when making improvements in the workplace

31 31 SW001 Standard Work 3 Work Movement Goals 1. Reduce the number of basic movements 2. Make work movements easier 3. Improve the quality of movement

32 32 SW001 Standard Work Standard Movements Look at feet and leg movements Look at hand and arm movements Look at the part Look at the workers eyes Improve the quality of movement Use both hands Eliminate wasted movements Make the work rhythmical

33 33 SW001 Standard Work Work Movements Checklist Job: Line: Process: Worker:Date:_____________ Check ItemHow oftenProblem MovementImprovement Are the arms stretched out too far? Size Are the arms moving above the heart level? of Is there any bending at the waist? Movement Are there any sudden rotations? Is there any stretching (on tiptoe) or bending down? Movement Is the right or left hand not being used? of Are both arms stretched farther than twice the distance Both between shoulders? hands Are hands moving alternately rather than simultaneously? (waiting) Are things transferred from one hand to the other? Do the hands cross? Are up, down, forward, backward, left, right motions too Wasted large for movement to the next position? Movement Start buttons in line with the flow of hand movements? Are parts stored in line with the flow of hand to hand movements? Are both hands not used while the worker is walking? Making Does the worker stop and stand? the Work Is the part automatically unloaded or done by worker? Rhythmical Can the part be loaded with one touch? (simplified loading) Is there continued holding of part at the finish? Finishing Can the worker load and unload the part in one try? Point Can the worker move to the next process right away? Can the worker pick up the part for the next process right away? Preparations for the next task completed while working? O T H E R Average Cycle Time Before: _______ seconds. No. times cycle measured: Average Cycle Time After: ________ seconds Form No. 5-A

34 34 SW001 Standard Work AM Performance System Workplace Improvements Safety and Ergonomics Small containers Minimal material handling Job rotation to minimize repetitive motions Poka Yoke pinch points (error proofing) Minimize bending/reaching Eliminate contamination (leaks, smoke, flash) Clean workplaces

35 35 SW001 Standard Work Improvements Cont. U shaped work unit Eliminates isolated islands Integrates processes Reduces transport and handling of parts Enhances teamwork Increases visibility Enhances cross training Permits flex-manning Improves safety Reduces inventory

36 36 SW001 Standard Work Work Sequence Sequence of activities that each operator performs to complete one cycle Does not necessarily represent the part routing Requires multi-skilled workers Operator #2 Operator #1 Raw Materials Finished Goods Raw Materials Finished Goods

37 37 SW001 Standard Work Improvements Cont. Minimize/Eliminate In-line Inventory One piece pull Kanban signals Value Added/Non-Value Added Analysis Eliminate non-value added activities Moving material Inspection Waiting Unnecessary activities

38 38 SW001 Standard Work Report Out 1 Deliverables 1- Complete the Standard Work Chart Report Out # 1 Watch the video tape to complete this exercise

39 39 SW001 Standard Work STANDARDIZED WORK CHART Part No. Part Name Line# of MembersTakt Time Target Cycle TimeStandard In-Process Stock Date Member Manual Time Walk Time Wait Time Total Cycle Time Auto Time Manual Time Daily Custome r Demand Shifts Bottleneck Scheduled Breaks/Day Allowances/day for Target Cycle Time WALK PATH WITH PART WALK PATH WITHOUT PART Standard In-Process Stock

40 40 SW001 Standard Work STANDARDIZED WORK CHART Part No. Part Name Line# of MembersTakt Time Target Cycle TimeStandard In-Process Stock Date Member Manual Time Walk Time Wait Time Total Cycle Time Auto Time Manual Time Daily Custome r Demand Shifts Bottleneck Scheduled Breaks/Day Allowances/day for Target Cycle Time # 1 I E C # S.I.P.S. Standard Work Example A S.I.P.S. H G G B B D D F F

41 41 SW001 Standard Work Module 3 Standardized Work

42 42 SW001 Standard Work Standardized Work Clearly visible production and people supported activities that are standardized to reduce process variation and match customer needs Synchronized flow Simplified practices Consistent methods Applying better ideas Leveled work loads

43 43 SW001 Standard Work Standardized Work First Shift Second Shift Third Shift Traditional:Standardized: High VariabilityConsistency, Control Clearly visible production and people supported activities that are Standardized to reduce process variation and match Customer needs First Shift Second Shift Third Shift

44 44 SW001 Standard Work Standardized Work Who Knows More About What You Do ??

45 45 SW001 Standard Work Standardized Work YOU DO !!

46 46 SW001 Standard Work Standardized Work Whose Idea Will You Try First ??

47 47 SW001 Standard Work Leveled Production In the production work site generally, the bigger the fluctuations either in part flow or production quantity the greater the waste

48 48 SW001 Standard Work Continuous Flow Processing The ideal, ultimately, is to achieve leveled, sequential production without accumulation of parts within a process or between processes

49 49 SW001 Standard Work Standardized Work Optimum conditions for standardized work: Up-Time Repetitive operations Uniform work quality Level Schedule Capable Processes

50 50 SW001 Standard Work Standardized Work Terms to know: Takt time Target cycle time Actual cycle time Manual time Walk time Wait time Unassigned time Machine cycle time

51 51 SW001 Standard Work Standardized Work Takt Time: The amount of time required to produce one piece of the customer demand

52 52 SW001 Standard Work Standardized Work Takt Time Calculation: Available Daily Operating Time (Seconds) Total Average Daily Production Requirements (Pieces)

53 53 SW001 Standard Work Standardized Work Takt Time Calculation Example: Work Unit 3000 (Two shift operation) Customer demand = 1504 / per day Available work time = 16 hours = 960 min/day Less 4 breaks per 10 min. each = 40 min Total Available Time= 920 min 920 minutes X 60 seconds = 55,200 seconds Takt Time = 55,200sec / 1504 units = 36.7 seconds We need to net 1 unit every 36.7 seconds

54 54 SW001 Standard Work Standardized Work Takt Time Calculation Example: Work Unit 3000 (Two shift operation) Customer demand = 1100 / per day Available work time = 16 hours= 960 min/day Less 4 breaks per 10 min each = 40 min Total Available Time= 920 min 920 minutes X 60 seconds = 55,200 seconds Takt Time = 55,200sec / 1100 units = 50.2 seconds We need to net 1 unit every 50.2 seconds

55 55 SW001 Standard Work Standardized Work Takt Time Calculation Exercise: Work Unit 3000 (Two shift operation) breaks/shift 4 Week Customer Requirements: Week 1 = 6000 units Week 2 = 5800 units Week 3 = 6200 units Week 4 = 6000 units Takt Time = ?

56 56 SW001 Standard Work Takt Time Calculation Exercise: Work Unit 3000 (Two shift operation) breaks/shift 4 Week Customer Requirements: 24,000/20 days = x 8 hrs. = 16 hrs. x 60 = breaks = x 60 = 55,200 Takt Time = 55,200/1200 = 46 Standardized Work

57 57 SW001 Standard Work Target Cycle Time Target Cycle Time = Takt Time - Special Allowances

58 58 SW001 Standard Work Target Cycle Time may include planned, repetitive operations - Examples of Special Allowances Team Meetings Preventive Maintenance Changeover Target Cycle Time Planned, repetitive allowances will be determined by each Business Group

59 59 SW001 Standard Work Changeover time should be continuously improved Building a flat allowance is wrong Initial time built-in must be improved Target Cycle Time

60 60 SW001 Standard Work Target Cycle Time Example Production Requirement:1504 parts per day P.M.15 minutes X 2 shifts = 30 min. EI Meeting12 minutes X 2 shifts = 24 min. 54 min. 54 minutes X 60 seconds = 3240 seconds 3240/ 1504 = 2.15 seconds lost for Special Allowances Target Cycle Time = 36.7(Takt) – 2.15(SPA) = sec.

61 61 SW001 Standard Work Target Cycle Time Example Production Requirement:1100 parts per day P. M.15 minutes X 2 shifts = 30 min. EI Meeting12 minutes X 2 shifts = 24 min. 54 min. 54 minutes X 60 seconds = 3240 seconds 3240 / 1100 = 2.95 seconds lost for Special Allowances Target Cycle Time = 50.2(Takt) – 2.95(SPA) = sec.

62 62 SW001 Standard Work Target Cycle Time Exercise Production Requirement:1200 parts per day Takt Time = 46 P. M.15 minutes X 2 shifts = 30 min. EI Meeting12 minutes X 2 shifts = 24 min. 54 min. Target Cycle Time = ?

63 63 SW001 Standard Work Target Cycle Time Exercise Production Requirement:1200 parts per day Takt Time = 46 P. M.15 minutes X 2 shifts = 30 min. EI Meeting12 minutes X 2 shifts = 24 min. 54 min. 54 minutes X 60 seconds = 3240 seconds 3240 / 1200 = 2.7 seconds lost for Special Allowances Target Cycle Time = 46(Takt) – 2.7(SPA) = 43.3 sec.

64 64 SW001 Standard Work Standardized Work Actual Cycle Time = Manual time + Walk Time + Wait Time

65 65 SW001 Standard Work Standardized Work Actual Cycle Time = Manual time +Walk time +Wait time Longest operators actual cycle time tells us how many parts the cell is capable of running Actual Cycle Time is the time it takes an operator to complete one cycle of his/her standard work

66 66 SW001 Standard Work Standardized Work Manual Time: The time required for an operator to perform the physical tasks for one cycle of operation (Inspecting, loading / unloading, and gauging)

67 67 SW001 Standard Work Standardized Work Walk Time: The time required for the physical movement from one point to another, with or without a part

68 68 SW001 Standard Work Standardized Work Wait Time: The time the operator waits while the machine completes its function

69 69 SW001 Standard Work Unassigned Time The difference between your actual cycle time and your target cycle time Standardized Work

70 70 SW001 Standard Work Standardized Work Machine Cycle Time: The time required by a machine to complete one cycle of operation *Machine cycle time may also be referred to as Auto Time

71 71 SW001 Standard Work Target Work Unit Staffing # Of Members = Total Manual Time+ Total Walk Time Target Cycle Time

72 72 SW001 Standard Work Operation NameDate: Element Times # Elements H L Comments Form #: 3-A 1 Tubing to bender Walk to bender Load bender Bender cycles Unload bender

73 73 SW001 Standard Work

74 74 SW001 Standard Work Report Out 2 Deliverables 1- Standard Work Chart 2- Exercise #2 Report Out Report Out # 2 Watch the video tape to complete this exercise

75 75 SW001 Standard Work

76 76 SW001 Standard Work Form No. 2 Exercise 2 Report Out ( Video Exercise ) Takt Time:________________ Target Cycle Time:________________ Longest Machine Cycle Time:________________ Machine Capacity vs Customer Requirement ____________ vs ____________ Total Work Unit Manual Time:________________ Total Work Unit Walk Time:________________ Total Work Unit Wait Time:________________ Target Work Unit Staffing:________________ Longest Operator Actual Cycle Time:________________ Longest Operator Actual Cycle Time vs Target Cycle Time ____________ vs ____________

77 77 SW001 Standard Work Module 4 Standardize Work Tools

78 78 SW001 Standard Work Standardized Work Tools Standardized Work Analysis Labor Requirements S W C T - Standardized Work Combination Table Staffing Graph Balance Board

79 79 SW001 Standard Work

80 80 SW001 Standard Work Standardized Work Combination Table

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100 100 SW001 Standard Work

101 101 SW001 Standard Work Do I Need To Fill Out More Than One SWCT? Make a separate SWCT for each product family with a unique process or with over 2 seconds of work difference

102 102 SW001 Standard Work Target Work Unit Staffing # Of Members = Total Manual Time + Total Walk Time Target Cycle Time

103 103 SW001 Standard Work Balance Board Shows whether or not line is balanced Is a visual tool to help us better balance the work load Is to be used by the work team

104 104 SW001 Standard Work Operator A 27 seconds Target Cycle Time 28.6 Operator D 21 seconds BALANCE BOARD Operator B 19 seconds Operator C 20 seconds Unload bender 1.0 Takt Time 30 Pick Steel 1.0 Unload F.P. 1.0 Pick Pipe & Muff 2.0 Walk to Cutoff 1.0 Cut Tube 2.0 Walk to Stage 2.0 Size Tube 3.0 Walk to Sizer 2.0 Stage Tube 2.0 Walk to Tubes 2..0 Pick Tube & 3.0 Load Bender Walk to Unload 2.0 Wait On 6.0 Bender Walk to Steel 4.0 Walk to L.S. 2.0 Stamp Steel 3.0 Walk to Press 1.0 Wait on L. S. 3.0 Load Lockseam 1.0 Unload L. S. 1.0 Walk to F. P. 1.0 Load & Act. FP 2.0 Load Spinner 1.0 Load Unload S 3.0 Walk to Stuffer 1.0 Walk to Spinner 2.0 Stage Part 2.0 Wait on Spin 3.0 Unload Spin 1.0 Walk to Stage 1.0 Walk to F.P. 5.0Walk to Stage 3.0 Wait on Welder 1.0 Walk to Welder 1.0 Pick Part 1.0 Walk to F.G. 2.0 Pack Part 2.0 Load & Act. 9.0

105 105 SW001 Standard Work Staffing Graph

106 106 SW001 Standard Work Operator Total Manual Time Total Walk Time Total Wait Time Actual Cycle Time Target Cycle Time Unassigned Time A B C D Total

107 107 SW001 Standard Work B Takt Time Target Cycle Time Walk Time Manual Time Wait Time CDA 4 Members – Work Unit 3000

108 108 SW001 Standard Work B Takt Time Target Cycle Time Walk Time Manual Time Wait Time CDA 4 Members – Work Unit 3000 Balanced but not to Target Cycle Time

109 109 SW001 Standard Work B Takt Time Target Cycle Time Walk Time Manual Time Wait Time CDA 4 Members – Work Unit 3000 Balanced to Target Cycle Time

110 110 SW001 Standard Work B Takt Time Target Cycle Time Walk Time Manual Time Wait Time CDA 3 Members – Work Unit 3000 Eliminated Wait and Balanced to Target Cycle Time

111 111 SW001 Standard Work B Takt Time Target Cycle Time Walk Time Manual Time Wait Time CDA 2 Members – Work Unit 3000 Eliminated Wait, Reduced Walk & Balanced to Target Cycle Time

112 112 SW001 Standard Work SWCT Exercise 1) Pick tube and load auto loader: 3 2) Walk to front of bender: 1 3) Wait for bender to complete cycle: 6 4) Unload bender: 1 5) Bender auto time: 26 6) Walk to cutoff: 2 7) Cut tube: 3 8) Walk to sizer: 2 9) Size tube: 3 10) Walk to stage: 2 11) Stage pipe: 2 12) Return to tubing: 2 Auto Time Walk Time Manual Time Wait Time

113 113 SW001 Standard Work

114 114 SW001 Standard Work

115 115 SW001 Standard Work Report Out 3 Deliverables 1-Standard Work Combination Table 2-Staffing Bar Graph 3-Staffing Chart Report Out # 3 Watch the video tape to complete this exercise

116 116 SW001 Standard Work Module 5 Product Mix

117 117 SW001 Standard Work Product Mix Example Product A + B + C = 876 total units A = 219 units/876 total units =.25 or 25% B = 307 units/876 total units =.35 or 35% C = 350 units/876 total units =.40 or 40% 876 total units = 100%

118 118 SW001 Standard Work Product Mix Example { Product A + B + C = 876 A = 219 = 25% B = 307 = 35% C = 350 = 40% 876 = 100% Total Available Time: 8 hours X 60= (2-10 breaks)=460X60=27, /876 daily units required = 31.5 Takt Time Total Daily Available Time Avg. Daily Units Required(A,B,C) TAKT =

119 119 SW001 Standard Work Target Cycle Time Calculation Target Cycle Time = Takt Time - Special Allowances Takt Time = 31.5 Special Allowances = 10 TPM + 12 Team Meeting Special Allowances = 22 X 60 = 1320 Special Allowance per cycle = 1320/876 units = (Takt Time) - 1.5(Special Allowance) = 30.0 TCT

120 120 SW001 Standard Work Fixed Staffing Method Consistent Staffing Level

121 121 SW001 Standard Work Product Mix Example Product A B C Manual Walk Total % Mix 25% 35% 40% Part A 356 x.25 = 89 Part B 300 x.35 = 105 Part C 240 x.40 = Weighted Average Calculation of Avg. Target Staffing

122 122 SW001 Standard Work Target Staffing Example Target Cycle Time Total Manual Time + Total Walk Time Target Staffing ===9.6 We round to the next full person and use 10 people

123 123 SW001 Standard Work Fixed Staffing/Flex TCT Product A B C Manual Walk Total % Mix 25% 35% 40% Part A356/9.6 = Target Cycle Time Part B300/9.6 = Target Cycle Time Part C240/9.6 = Target Cycle Time

124 124 SW001 Standard Work Fixed Target Cycle Time Method Consistent Target Cycle Time

125 125 SW001 Standard Work Fixed TCT/Flex Staffing Product A B C Manual Walk Total % Mix 25% 35% 40% 356/30.0 = 11.8 Target Staffing 300/30.0 = 10.0 Target Staffing 240/30.0 = 8.0 Target Staffing

126 126 SW001 Standard Work Product Mix Example Fixed StaffingFixed TCT Target Staffing Target Cycle Target Staffing Target Cycle A B C Gross

127 127 SW001 Standard Work LINE EXERCISE

128 128 SW001 Standard Work Report Out 4 Deliverables 1-Standard Work Chart 2-Staffing Bar Graph 3-Exercise # 4 Report Out 4-SWCT Report Out # 4 This Report Out based on data gathered from visit to work unit or next video

129 129 SW001 Standard Work Form No. 4 Exercise 4 Report Out (Work Unit Data) Takt Time:________________ Target Cycle Time:________________ Longest Machine Cycle Time:________________ Machine Capacity vs Customer Requirement ____________ vs ____________ Total Work Unit Manual Time:________________ Total Work Unit Walk Time:________________ Total Work Unit Wait Time:________________ Target Work Unit Staffing:________________ Longest Operator Actual Cycle Time:________________ Longest Operator Actual Cycle Time vs Target Cycle Time ____________ vs ____________

130 130 SW001 Standard Work Module 6 Before / After Improvements

131 131 SW001 Standard Work Before ImprovementAfter Improvement Work UnitTeamFacilityIdea # Problem Implemented Item Date Submitted Date RequiredDate Completed Champion Team Contact W. O. # Effect

132 132 SW001 Standard Work GROUP: TEAM LOCATION: FRANKLIN LINE: NS 6520 DATE: 1/20/97 PROBLEM IMPLEMENTED ITEM EFFECT Loading three different partsBuild staging rack to hold 1. Improve ease of operation. into Melton takes too longcomponents in assembled2. Decrease SWCT by 5 seconds (9)position. AFTER IMPROVEMENT BEFORE IMPROVEMENT Deburr / Sizer Operator inserts tubes into Resonator and stages assembly on table Resonator Assembly comes down chute in three pieces to Melton Operator

133 133 SW001 Standard Work GROUP: 6540 EI TEAM LOCATION: FRANKLIN LINE: NS 6540 DATE: 1/7/97 PROBLEM IMPLEMENTED ITEM EFFECT Operator must walk to end ofMove control panel towards1. Shortened walk distance (10 ft) air check fixture toother end of air check.2. Provided ease of movement pick up protective end capMove six- shooter to area3. Reduced standard work cycle time 4 secs for pack-out process afterwhere control panel was located. cycling air check. End Cap Six-Shooter Control Panel Air Check Long Awkward Walk Path Pack-Out Crate Air Check Shorter Easier Walk Pattern Six-Shooter Control Panel Pack-Out Crate Before Improvement After Improvement

134 134 SW001 Standard Work Report Out 5 Deliverables Report Out # 5 Present Before & After Improvement Sheets 7 Before ImprovementAfter Improvement ProblemImplemented Item Team Contact W. O. # Date SubmittedDate RequiredDate CompletedChampion Effect TeamLineFacilityIdea #

135 135 SW001 Standard Work Module 7 Implementation

136 136 SW001 Standard Work Where do we go from here?

137 137 SW001 Standard Work Implementation Learn by doing on the shop floor Identify and solve root cause conditions Implement low and no cost improvements Promote personal and team growth Work based on need for improvement

138 138 SW001 Standard Work 9 Continuous Improvement Process Steps Observe current method Document current work elements/steps Identify improvements (steps to eliminate) Implement improvements Validate quality and productivity of new method Standardize new method Document before and after conditions Recognize achievements Look for next improvement

139 139 SW001 Standard Work Implementing Standard Work Train the work unit members in Standard Work & Takt Time Production. Calculate Takt and Target Cycle Time Develop standard work charts with flex staffing, plus and minus one operator Create Standard Work Combination Tables Create a Balance Board as a tool for improvement

140 140 SW001 Standard Work Implementing Standard Work Create a Staffing Graph to identify the opportunities for improvement to target cycle time Identify the Target Work Unit Staffing Calculate Daily PI Create a plan to maintain an active Standard Work & Takt Time Production program.

141 141 SW001 Standard Work Report Out 6 Deliverables Activities Week 4: Key Support People: Present Work Unit Implementation Plan ( 4 week plan ) Report Out # 6

142 142 SW001 Standard Work Key Support People:

143 143 SW001 Standard Work ITEM BEFORE AFTER WIP % UPTIME THRU-PUT TIME MACHINE CYCLE TIME PROCESS STEPS PIECES PER MAN-HOUR % REWORK % SCRAP CUSTOMER PPM % FTSY MT / TAKT % PART FLOW DISTANCE WAIT / TAKT % OTHERS Before and After Continuous Improvement Record

144 144 SW001 Standard Work Five Key Factors for Lean Enterprise Success Five Key Factors for Lean Enterprise Success 1. A Strategic Vision 2. Strong Line Management 3. Expert Training and Support 4. Aggressive Performance Targets 5. Impatience


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