Standardized Work Workshop (SWW) TOYOTA PRODUCTION SYSTEM (TPS) - - PowerPoint PPT Presentation

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Standardized Work Workshop (SWW) TOYOTA PRODUCTION SYSTEM (TPS) - - PowerPoint PPT Presentation

May 03, 2023 417 likes •760 views

Standardized Work Workshop (SWW) TOYOTA PRODUCTION SYSTEM (TPS) Designed to reduce costs by eliminating waste GOAL: Highest Quality, Lowest Costs, Shortest Leadtime True Gentex True North Safe, 0 Defects, 0 Waste, 1 by 1, On Demand, 0

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  • U. S . A . G er m any F r anc e S we de n Uni t ed K i ngd om J ap a n K o r e a Chi n a

Standardized Work Workshop (SWW)

TOYOTA PRODUCTION SYSTEM (TPS)

Designed to reduce costs by eliminating waste GOAL: Highest Quality, Lowest Costs, Shortest Leadtime

Gentex True North – Safe, 0 Defects, 0 Waste, 1 by 1, On Demand, 0 Changeover

Standardized Work 5S Kaizen

JIT Tools

PULL SYSTEMS QUICK CHANGEOVER LEVELING DEMAND ROUGH CUT CAPACITY PLANNING FUTURE STATE VSM CURRENT STATE VSM JIDOKA

Stop and Notify of Abnormalities

Capability 1 – Design Work to See Problems Capability 2 – Swarm Problems Capability 3 – Share Learnings Capability 4 – Leaders Coach OWNERSHIP MENTALITY UNPRETENTIOUS MANAGEMENT DEVOTION TO QUALITY DEVOTION TO INNOVATION

TEAMWORK DRIVE & DEDICATION

True

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Agenda

  • 1. Introduction to TPS
  • 2. Standardized Work Presentation
  • 3. Other TPS Foundations (If time allows)
  • 4. Questions
  • 5. 15 Minute Break
  • 6. Pen Build Activity
  • 7. Questions
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Standardized Work

TOYOTA PRODUCTION SYSTEM (TPS)

Designed to reduce costs by eliminating waste GOAL: Highest Quality, Lowest Costs, Shortest Leadtime

Gentex True North – Safe, 0 Defects, 0 Waste, 1 by 1, On Demand, 0 Changeover

Standardized Work 5S Kaizen

JIT Tools

PULL SYSTEMS QUICK CHANGEOVER LEVELING DEMAND ROUGH CUT CAPACITY PLANNING FUTURE STATE VSM CURRENT STATE VSM JIDOKA

Stop and Notify of Abnormalities

Capability 1 – Design Work to See Problems Capability 2 – Swarm Problems Capability 3 – Share Learnings Capability 4 – Leaders Coach OWNERSHIP MENTALITY UNPRETENTIOUS MANAGEMENT DEVOTION TO QUALITY DEVOTION TO INNOVATION

If our goal is to improve, first we must build a strong foundation.

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Standardized Work (SW)

What is Standardized Work? Currently the best method for efficient production considering safety and quality while focusing on human movements.

Organizes and defines operators movements into a repeatable and predictable pattern.

Standardized Work Prespecifies the following:

  • Elements
  • Sequence
  • Location
  • Timing
  • Output

Process Design

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Standardized Work (SW)

What is Standardized Work?  3 Elements of Standardized Work

  • 1. Takt Time
  • 2. Work Sequence
  • 3. In-Process Stock

Minimum necessary process inventory to maintain Standardized Work TAKT Time = Available Time Demand

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Standardized Work

Why should we practice Standardized Work?

 Management’s job is to provide valuable work for our operators.

People have the ambition and ability to add value. We must be sure we are respecting our operators abilities.  Standardized Work allows us to see problems  People are born problem solvers

We must be able to see problems

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Standardized Work

Why should we practice Standardized Work? (Continued)

 Starting point for kaizen activity  Supports operator to management communication about how a job can be improved.

Common reference point for sincere communication

 The absence of Standardized Work means that each individual will find their own way to build products for our customers.  Devotion to Quality and Safety??

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Standardized Work

  • Mr. Ohno’s thoughts on Standardized Work

from Workplace Management

Author: Taiichi Ohno When creating Standard Work,  Difficult to establish a standard if you are trying to achieve the ‘best way’…big mistake.  Document exactly what you are doing now.  If you make it better than now, it is Kaizen. Years ago, I made them hang standard work documents on the shop floor. After a year I said to a teamleader, “The color of the paper has changed, which means you have been doing it the same way, so you have been a salary thief for the last year.”

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Standardized Work Worksheets

How to Implement Standardized Work? The Four Standardized Work Tools:

Work Balance Chart 1 3 2 Standardized Capacity Sheet Standardized Work Chart 4 Standardized Work Combination Table

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Takt Time

Purpose:  Pace of Production = Pace of Sales  Basis for allocating work between operators to balance line

TAKT Time = Available Time Demand

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Cycle Time Vs Takt Time

 Cycle Time is measured at the process.  Takt Time is calculated based on customer demand.

TAKT Time = Available Time Demand

Do NOT have the same definitions Different terms Different meanings

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Takt Time Example

Total Time = Time team members are at work Available Time = Time allotted for production Total Time – (lunches, breaks, scheduled meetings, etc.) Demand = Parts required for shipment during the time being analyzed for the numerator

TAKT Time = Available Time Demand

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Takt Time Example

Hours: 1st Shift: 6 am – 2 pm 2nd Shift: 2 pm – 10 pm Each shift has: Lunch: 20 min 1 Break: 10 min Total Time = 480 min per shift

  • 20 min lunch per shift
  • 10 min break per shift

Available Time= 450 min per shift x 2 shifts = 900 min/day Total Time = 6 am  2 pm = 8 hrs x 60 min/hr = 480 min/shift 2 pm  10 pm = 8 hrs x 60 min/hr = 480 min/shift

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Takt Time Example

TAKT Time = 27 sec/pc Available Time = 900 min/day Demand = 2000 pcs/day

TAKT Time = Available Time Demand

TAKT Time = 900 min/day X 60 sec/min = 54,000 seconds/day = 2000 pcs/day 2000 pcs/day

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Cycle Time Vs Takt Time

Comparison between Cycle Time (C/T) & Takt

(a) Cycle Time > Takt Time (b) Cycle Time < Takt Time (c) Cycle Time = Takt Time

Discuss each scenario – good or bad – why?

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Takt Time Example

Max Cycle Time = Greatest cycle time after outliers are removed

Lowest Repeatable Cycle Time= 2nd least cycle time Average Cycle Time = Average of cycle times w/o

  • utliers

Periodic work= Work that must be done but not during each cycle

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Work Balance Chart

Elements of a Work Balance Chart:

Takt Time Periodic Work Lowest Repeatable Cycle Time Average Cycle Time Maximum Cycle Time

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Cycle Time Examples

Set 2: 4, 9, 4, 7, 30

Max Time =

Set 1: 5, 4, 7, 9, 5

Lowest repeatable = Average = Max Time = Lowest repeatable = Average =

9 5 6 9 4 6

X

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Periodic Work

 Items that don’t happen each cycle, but are inherent in our process design.

 Scanning flow schedules  Material movement  Changing PPE  Scanning boxes

 We will divide the time for a period task over the frequency in which it occurs.

 Periodic Work Time / X pcs = Periodic Work / Pc.

Periodic Work

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STD Work Pretest

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5S

What is 5S?

Based on Japanese words that begin with ‘S’, the 5S Philosophy focuses on effective work place organization and standardized work procedures.

 5S simplifies your work environment, reduces waste and non-value activity while improving quality efficiency and safety.

Collectively, they mean the maintaining of an orderly, clean and efficient working environment.

Japanese English

1. Seiri (Sort) 2. Seiton (Straighten) 3. Seiso (Shine) 4. Seiketsu (Standardize) 5. Shitsuke (Sustain)

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7 Wastes

What are the 7 Wastes?

Based on a philosophy that the 7 wastes are symptoms to problems and there causes can be countermeasured to reduce cost in a value stream.

 Recognize the waste and start asking why, why, why?

The 7 Wastes

  • 1. Waste of Waiting
  • 2. Waste of Conveyance
  • 3. Waste of Over-Processing
  • 4. Waste of Inventory
  • 5. Waste of Motion
  • 6. Waste of Correction
  • 7. Waste of Over-Production
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True North

True North?

Based on a philosophy that if we implement countermeasures that are in line with True North we will improve our key measures.

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Kaizen

Kaizen Ideas?  What improvements can we make based on what your Standardized Work Combination Table is showing you?

Be mindful of 5S, The 7 Wastes and Gentex True North when looking for improvements.

“Kai” = “Change” or “the action to correct” “zen” = “good” or “for the better” Kaizen = Change for the good

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Break 15 Minute Break

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ACTIVITY: Pen Build

Activity Goal: Build 20 pens in 100 seconds. Demand = 20 Pens Time = 100 seconds (1’ 40”) Intended Learning Work Balance Chart

1

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ACTIVITY: Pen Build

Pen Assembly:

  • 1. Pen Body
  • 2. Ink
  • 3. Threaded End Cap
  • 4. Cap
  • 5. Final Assembly
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ACTIVITY: Pen Build

Pen Specifications:

  • 1. Threaded end cap must be finger tight on the Pen Body
  • 2. Cap must be fully seated, “snapped”, onto the Pen Body
  • 3. Pens must be loaded into shipping pallets
  • 4. Each shipping pallet must have 5 pens
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ACTIVITY: Pen Build

Activity Rules:

  • 1. Only the specified builders can participate once the time

starts.

  • 2. Remaining team members are observing the operation.
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ACTIVITY: Pen Build

What would you like to know?

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ACTIVITY: Pen Build

Pen Build Simulation

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Work Balance Chart

Highlights of a Work Balance Chart:

  • 1. Visually shows if we are meeting our customers’ demand
  • 2. Visually shows the relationship of our operators from

station to station.

  • 3. Visually shows the fluctuation at each station (Max –

Lowest Repeatable = Fluctuation)

  • Higher fluctuations show that a job is difficult to do

(Mira).

  • 4. Visually shows how much periodic work is being

performed at each station.

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STD Work Pretest

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