Lean Standard or Standardized Work Training Module

1 April 9, 2016 – v3.0
Lean Standard or Standardized Work
by Operational Excellence Consulting LLC

2 April 9, 2016 – v3.0
Our ability to improve the ways we do things depends on defining and shaping
our daily habits of mind and practice — our "standard work.“
We need to do away with the notion that standards necessarily mean rigidity.
Rather, standard work can help people do their jobs consistently and reliably,
and improve how they do it.
The traditional view that efficiency requires bureaucracy and that bureaucracy
impedes flexibility needs to be replaced with a new model: clever application of
standard work allows you to have efficiency and flexibility.
Lean Standard Work – Why should we bother?

3 April 9, 2016 – v3.0
“Managers often think that they should find out what the best practice is and
then roll it out. Using this approach, organizations will often pay for it in
employee engagement and buy-in. Instead, you could look for work groups that
are willing to be involved in developing their own standard work, and implement
there first.”
Lean Standard Work – How do we get started?
vs.

4 April 9, 2016 – v3.0
"Must Do" Procedures
Avoidable failures continue to plague us in almost every realm of organizational
activity.
Surgeons at Brigham and Women's Hospital in Boston, make the case for the
simple checklist as a way to avoid failures and manage complexity, especially
when human lives are at stake.
Airplane pilots developed the checklists they use for takeoffs and landings to
make sure that planes don't fall out of the sky due to avoidable mistakes.
Checklists help with memory recall and clearly set out the minimum necessary
steps in a process. "Under conditions of complexity, not only are checklists a
help, they are required for success. There must always be room for judgment,
but judgment aided — and even enhanced — by procedure."
"Must do" procedures also require permission for deviation.
Lean Standard Work – When is it Needed?

5 April 9, 2016 – v3.0
"Should Do" Practices
How can we do the work of the organization, execute its strategy and fulfill its
mission, better.
When something has been standardized, that standard becomes the
foundation for experiments to improve the work.
Employees identify problems in delivering what customers want, develop a
hypothesis about how work can be improved to deliver the required quality
level, change one variable at a time, and observe whether it makes the work
better. Adhering to the standard ensures that improvements will be sustained; it
also facilitates training.
"Should do" practices provide help for employees on what to do in the zone
between "must do" procedures and "may do" discretion.

6 April 9, 2016 – v3.0
"May Do" Discretion
To build an organization's capabilities, and to increase people's overall
engagement and motivation, leaders should give team members every
opportunity to take initiative and be creative.
People want autonomy to master their work and fulfill the organization's
purpose. Therefore, an organization should be explicit about where it
encourages initiative.
For example, "When customers need service in real time, employees who are
empowered to be flexible within standards can better meet those needs ...
because you can't anticipate each one — or write a script in advance! Putting
decision-making closest to the people who touch the customer is key.“
"May do" discretion helps employees do what they probably should do, not
what they must do.

7 April 9, 2016 – v3.0
Establishing Lean Standard Work requires collecting and recording data on a
few templates. These templates are used by front-line team leaders and
manufacturing engineers to design the process effectively and by operators to
make improvements in the flow and sequence of their own work.
At the end of this workshop, you will …
 understand the concept and fundamentals of Lean Standard Work and its
importance in the foundation of a Lean system
 be able to utilize the Lean Standard Work templates to collect and analyze
all relevant data and information required to establish a Lean Standard Work
process
 be able to optimize your process with respect to cycle time, work sequence,
and work-in-process
 understand the benefit of additional Lean tools, including inventory manage-
ment using Kanban, work or line balancing, …
Lean Standard Work – Learning Objectives

8 April 9, 2016 – v3.0
Lean Standard Work – Agenda
 The History of Lean Manufacturing
 The Five Lean Principles
 Lean and The Seven Wastes
 Lean Standard Work – Introduction, Objectives, Benefits
 Three Basic Requirements of Lean Standard Work
 Lean Process Study – Template, Takt & Cycle Time, Work Balancing
 Lean Process Capacity – Template, Quick Changeover
 Lean Standard Work Chart – Template, Work Sequencing
 Lean Standard Work-In-Process – Kanban
 Lean Standard Work Combination Table – Template
 Summary

9 April 9, 2016 – v3.0
The History of Lean
All Lean Manufacturing is really trying
to do is to get one process to make
only what the next process needs
when it needs it.
Lean Manufacturing links all
processes – from the final Customer
back to raw material – in a seamless
and smooth flow without detours that
generates the shortest Lead Time,
highest Quality, and lowest Cost.

10 April 9, 2016 – v3.0
The Five Lean Principles
Define Value - Specify value from the Customer
perspective.
Map Value Stream - Identify the value stream for
each product or service and challenge all of the
non-value adding steps (wastes) currently
necessary to create and deliver this product or
service. Add nothing than value.
Create Flow - Make the product or service creation and delivery process flow
through the remaining value-added steps.
Establish Pull – Introduce pull between all process steps where continuous flow
is possible.
Pursuit Perfection – Manage toward perfection so that the number of steps and
the amount of time and information needed to create and deliver this product or
service.

11 April 9, 2016 – v3.0
Three Types of Process Activities
Non-
Value
Added
Business-
Value Added
Value-
Added
Customer is not willing to
pay for these activities
and they should be
eliminated, e.g. rework.
Customer are willing to
pay the organization
for these activities, e.g.
assembly.
Customers are not willing
to pay for these activities,
but the organizations
deems these activities as
necessary, e.g. preventive
maintenance.
Many process have
less than 20% value-
added activities.

12 April 9, 2016 – v3.0
Lean – The Seven Wastes
Waste elimination is one of the most effective ways to increase the profitability of
any business. Processes either add value or waste to the production of a good or
service. The seven wastes originated in Japan, where waste is known as “Muda."
Inventory
Over-Processing
Waiting
Transportation
Defects
Motion
Over-Production
The 7 Wastes

13 April 9, 2016 – v3.0
The 7 Wastes – Over-Processing
Over-Processing
Many organizations use expensive high precision equipment where simpler
tools would be sufficient.
This often results in poor plant layout because preceding or subsequent
operations are located far apart. In addition they encourage high asset
utilization (over-production with minimal changeovers) in order to recover the
high cost of this equipment.
Investing in smaller, more flexible equipment where possible; creating
manufacturing cells; and combining steps will greatly reduce the waste of
inappropriate processing.

14 April 9, 2016 – v3.0
The 7 Wastes – Waiting
Waiting
Typically more than 99% of a product's life in traditional batch-and-queue
manufacture will be spent waiting to be processed.
Much of a product’s lead time is tied up in waiting for the next operation; this is
usually because material flow is poor, production runs are too long, and
distances between work centers are too great.
Linking processes together so that one feeds directly into the next can
dramatically reduce waiting.

15 April 9, 2016 – v3.0
The 7 Wastes – Transportation
Transportation
Transporting product between processes is a cost incursion which adds no
value to the product.
Excessive movement and handling cause damage and are an opportunity for
quality to deteriorate. Material handlers must be used to transport the materials,
resulting in another organizational cost that adds no Customer value.
Transportation can be difficult to reduce due to the perceived costs of moving
equipment and processes closer together. Furthermore, it is often hard to
determine which processes should be next to each other. Mapping product
flows can make this easier to visualize.

16 April 9, 2016 – v3.0
The 7 Wastes – Defects
Defects
Having a direct impact to the bottom line, quality defects resulting in rework
or scrap are a tremendous cost to organizations.
Associated costs include quarantining inventory, re-inspecting, rescheduling,
and capacity loss.
In many organizations the total cost of defects is often a significant
percentage of total manufacturing cost. Through employee involvement and
continuous process improvement, there is a huge opportunity to reduce
defects at many facilities.

17 April 9, 2016 – v3.0
The 7 Wastes – Motion
Motion
This waste is related to ergonomics and is seen in all instances of bending,
stretching, walking, lifting, and reaching.
These are also health and safety issues, which in today’s litigious society are
becoming more of a problem for organizations. Jobs with excessive motion
should be analyzed and redesigned for improvement with the involvement of
plant personnel.

18 April 9, 2016 – v3.0
The 7 Wastes – Over-Production
Over-Production
Simply put, overproduction is to manufacture an item before it is actually
required.
Over-production is highly costly to a manufacturing plant because it prohibits
the smooth flow of materials and actually degrades quality and productivity.
This results in high storage costs and makes it difficult to detect defects in a
timely manner.
The simple solution to over-production is turning off the tap; this requires a lot
of courage because the problems that over-production is hiding will be
revealed. The concept is to schedule and produce only what can be
immediately sold/shipped and improve machine changeover/set-up capability.

19 April 9, 2016 – v3.0
The 7 Wastes – Inventory
Inventory
Work in Progress (WIP) is a direct result of over-production and waiting.
Excess inventory tends to hide problems on the plant floor, which must be
identified and resolved in order to improve operating performance.
Excess inventory consumes productive floor space, delays the identification
of problems, and inhibits communication. By achieving a seamless flow
between work centers, many manufacturers have been able to improve
Customer service and slash inventories and their associated costs.

20 April 9, 2016 – v3.0
The 7 Wastes – Summary
In the latest edition of the Lean Manufacturing
classic Lean Thinking by James P. Womack and
Daniel T. Jones, Underutilization of Employees has
been added as an eighth waste.
Organizations employ their staff for their nimble
fingers and strong muscles but forget they come to
work everyday with a free brain.
It is only by capitalizing on employees' creativity that
organizations can eliminate the other seven wastes
and continuously improve their performance.
Many changes over recent years have driven organizations to become
Process Excellence organizations. One of the first step in achieving that
goal is to identify and attack the seven wastes.

21 April 9, 2016 – v3.0
Getting Started - The Ohno Circle
“There are many stories about the famous Ohno circle. I was fortunate to speak in person
with Teruyuki Minoura, who at the time was president of Toyota Motor Manufacturing,
North America. He had learned TPS (Toyota Production System) directly from the master
and part of his early education at Toyota was standing in a circle:”
Minoura: Mr. Ohno wanted us to draw a circle on the floor of a plant and then we were
told, ‘Stand in that and watch the process and think for yourself,’ and then he didn’t even
give you any hint of what to watch for. This is the real essence of TPS.
Liker: How long did you stay in the circle?
Minoura: Eight hours!
Liker: Eight hours?!
Minoura: In the morning Mr. Ohno came to request that I stay in the circle until supper and
after that Mr. Ohno came to check and ask me what I was seeing. And of course, I
answered, (reflecting) I answered, “There were so many problems with the process….” But
Mr. Ohno didn’t hear. He was just looking.
Liker: And what happened at the end of the day?
Minoura: It was near dinner time. He came to see me. He didn’t take any time to give any
feedback. He just said gently, “Go home.”

22 April 9, 2016 – v3.0
Lean Standard Work – Value vs. Non-Value Added Work
Work Time
Wait Time
Walking Time
A Typical Process or Process Step
 It is not uncommon, when analyzing a process
or process step, to recognize that 60 to 70% of
the total work time is actual non-value added
work – waiting, transportation, walking, and
unnecessary motions.
 Organizations often focus on the value added
activities to further improve productivity and
efficiency, ignoring the often huge opportunities
if they would focus on eliminating non-value
added activities.
Process
Start
Process
End

23 April 9, 2016 – v3.0
Lean Standard Work – Velocity Ratio
Work Time Wait Time Walking Time
A Typical Process or Process Step
Some organizations have introduced a performance measurement that
addresses cycle time reductions.
Process
Start
Process
End
Velocity Ratio =
Sum of Value Added Activities (in s)
Total Elapsed Time (in s)

24 April 9, 2016 – v3.0
"Where there is no standard, there is no improvement.“
Taiichi Ohno
Lean Standard Work
Taiichi Ohno (February 29, 1912 – May 28, 1990) was a
prominent Japanese businessman. He is considered to
be the father of the Toyota Production System (TPS),
which became Lean Manufacturing in the U.S. He
devised the seven wastes (or muda in Japanese) as
part of this system. He wrote several books about the
system, including Toyota Production System: Beyond
Large-Scale Production.

25 April 9, 2016 – v3.0
 Lean Standard Work (often also called Standardized Work) is one of the
building blocks or cornerstone of any Lean implementation.
 Lean Standard Work is a tool centered around human movement that
combines the elements of a job into the most effective sequence, without
waste, to achieve the most efficient method of performing a specific task.
 Lean Standard Work effectively combines people, product, and process
under the current conditions to improve quality, cost, safety, ease of
operations, etc.
 Lean Standard Work is an excellent tool to introduce an organization to some
basic Lean concepts such as value added vs. non-value added work, 7
Wastes, takt time, cycle time, work balancing, and Kanban methods.
 When implemented successfully, Lean Standard Work leads naturally to the
implementation of other Lean methods and tools, including 5S Visual
Workplace, Value Stream Mapping, Level-Loading, Mistake-Proofing, or Total
Productive Maintenance.
Lean Standard Work – Introduction

26 April 9, 2016 – v3.0
Lean Standard Work – Definition & Objectives
A definition of Lean Standard Work is "the most effective combination of
manpower, materials and machinery to complete a specific task".
Standard Work results in a formally defined and documented process to
produce or perform a task at a specified pace.
Standard Work consists of three elements or objectives:
 First, does the rate at which the task is currently been
performed meet Customer demand and requirements?
 Second, does a precise work sequence exist in which an
operator performs the tasks?
 Third, are standard work-in-process inventory levels defined
required to keep the process operating smoothly?

27 April 9, 2016 – v3.0
Lean Standard Work – Benefits
 Lean Standard Work enables an organization to ensure that improvement
made are institutionalized and that best practices are identified, documented
and implemented.
 Documentation of the current process for all shifts results in
 a predictable process through the reduction in variability,
 easier training of new operators, and
 reductions in injuries and strain.
 It forms part of the base for Just-In-Time production by preventing over-
production.
 Standard work also adds discipline to the culture, an element that is
frequently neglected but essential for Lean to take root.
 A learning tool that supports audits, promotes problem solving, and involves
team members in developing mistake-proofing solutions.

28 April 9, 2016 – v3.0
Lean Standard Work – Workshop Case Study
The Coffee Making Process that we are using in some of
our training modules and workshops, also works to
integrate exercises into this Lean Standard Work module.
The process could start when the requirement to brew x
cups of a specific coffee has been received.
The process could end when the brewing process is
completed and the appropriate amount of fresh brewed
coffee is in the coffee pot.
Takt Time could be calculated based on average daily
consumption (in cups of coffee), the time available, and the
number of coffee brew machines.
Cycle Time can be reduced by workplace organization,
pre-kitting, use of hot vs. cold water, … .
Try it out to see if it would work for your organization !

29 April 9, 2016 – v3.0
Lean Standard Work – Three Basic Requirements
 Work - It is most likely impossible to establish a standard if the task is not done the
same way each time. If movements are different in each cycle, or if working
conditions constantly change, the standard will no longer function as a basis for
comparison. Since manufacturing often consists of repeating the same actions over
and over, each action can be standardized.
 Equipment - Since Standard Work functions best when in a repetitive cycle, it is
critical that equipment be up and running nearly all the time. When equipment is
down, it disrupts the natural flow of motion and destroys the normal pattern of the job
sequence. To ensure that the maximum benefits from Standard Work are achieved, it
is important to determine the root cause of machine stoppages and prevent them from
recurring.
 Quality - If defective parts are constantly stopping the line, it is extremely difficult to
maintain a smooth repetitive job sequence. Defects created in the process, or parts
and materials from outside the work area, can both play a very disruptive role and
prevent the maximum benefits of Standard Work from being achieved. The causes of
quality problems need to be researched and properly resolved when implementing
Standard Work.

30 April 9, 2016 – v3.0
Lean Standard Work – Implementation Process
Identify
Product or Part
Identify Process
or Process Step
Identify Process
Steps or Work
Elements
Determine
Takt Time
Determine Cycle Times
for each Process Step
or Work Element
Create Standard
Work Process
Study Sheet
Create Standard
Work Process
Capacity Sheet
Identify & Implement
Work Balancing
Opportunities
Changeover Reduction
Opportunities
Create Standard
Work Chart
Determine
Work Sequence
Determine
Standard Work-in-
Process Inventory
Kanban Opportunities
Create Standard
Work Combination
Table

31 April 9, 2016 – v3.0
Lean Standard Work – Takt Time
Takt Time is the Production Rate, in seconds, necessary to satisfy Customer
demand.
Amount of available Production Time per Shift
Number of Products needed by the Customer per Shift
= Amount of Time available to produce one Product
7.5 hrs/shift x 60 minutes/hr x 60 seconds/min
450 Products needed by the Customer/Shift
27,000 seconds/shift
450 Products
= 60 Seconds Takt Time

32 April 9, 2016 – v3.0
Lean Standard Work – Cycle Time
 The amount of time necessary to process one part or unit
 Includes human and machine work, walking time, and waiting time
 Determined by observing the actual time to process one part
v 2.0
Page: ____ / ____
Total MACHINE
1 2 3 4 5 6 7 8 9 10 Cycle Time Cycle Time
0 0Total
Notes
Observed Times
Date & Time: _____________Observer: __________________Product: __________________
Lean Standard Work: Process Study Sheet
OPERATOR: ________________________________________
Process Step Work Element
Process: __________________
Lean Standard Work –
Process Study Sheet

33 April 9, 2016 – v3.0
Lean Standard Work – Process Study Sheet
v 2.0
Page: ____ / ____
Total MACHINE
1 2 3 4 5 6 7 8 9 10 Cycle Time Cycle Time
0 0Total
Notes
Observed Times
Date & Time: _____________Observer: __________________Product: __________________
Lean Standard Work: Process Study Sheet
OPERATOR: ________________________________________
Process Step Work Element
Process: __________________
Enter the Process
and Product Name
Enter Name of the
Process Observer
Enter the Date & Time
of the Process Study
Enter the Page Number
& Total Number of Pages
Enter the Name of the
Process Step being studied
Enter all Work Elements or
Tasks for each Process Step
Perform 6 – 10 Time Studies of each
Work Element for each Process Step
and record the results
Record the Cycle Time
that can be repeatedly
achieved by the Operator.
Operator performing
the Process
Record and observations you have made
during the Process Study, e.g. special
incidences, improvement opportunities, …)
Record the machine time
for the Work Element

34 April 9, 2016 – v3.0
Lean Standard Work – Process Study Sheet
Time Study Tips
 Collect the data real time observing the actual process
 Position yourself so that you can see the operator's hand motions
 Time each work element separately
 Time several (6 to 10) cycles of each work element
 Observe an operator who is qualified to perform the job
 Always separate operator time and machine time
 Select the lowest repeatable time for each element
 Remember shop floor courtesy

35 April 9, 2016 – v3.0
Lean Standard Work – Takt Time vs. Cycle Time
 If Takt Time and Cycle Time are not the same, an imbalance exist in the process or
process step. A non-balanced process can result in idle time, excessive in-process
inventory, quality issues, late orders, and therefore waste.
 If Cycle Time is less than or equal to the Takt Time, the process will be able to satisfy
Customer demand.
 If the Cycle Time is greater than the Takt Time, the process cannot satisfy Customer
demand.
0
5
10
15
20
25
30
1 2 3 4 5
Time(s)
Operator
Takt Time
(20s)
Step 1
Step 1
Step 1 Step 1 Step 1
Step 2
Step 2
Step 2
Step 2
Step 2
Step 3
Step 3
Step 3
Step 3
Step 4
Step 5
Step 4
Step 4
Process Flow

36 April 9, 2016 – v3.0
Lean Standard Work – Planned Cycle Time
 Planned Cycle Time is the required production rate to satisfy the Customer demand
allowing for scarp, rework, downtime, change-overs and other inefficiencies (wastes).
 The objective of other Lean methods and tools is of course to minimize these losses and
reduce the gap between Takt Time and Planned Cycle Time.
0
5
10
15
20
25
30
1 2 3 4 5
Time(s)
Operator
Takt Time
(20s)
Step 1
Step 1
Step 2
Step 2
Step 2
Step 2
Step 2
Step 3
Step 3
Step 3
Step 3
Step 4
Step 5
Step 4
Step 4
Planned
Cycle Time
(18s)
Process Flow

37 April 9, 2016 – v3.0
Lean Standard Work – Work Balancing
Theoretical # of Workers
= --------------------------------
= --------------------------------
= 3.75 = 4 Workers
0
2
4
6
8
10
12
14
16
18
20
22
1 2 3 4 5
Time(s)
Process Step
Takt Time
(20s)
18s
12s
19s
12s
14s
Total Work Time
Takt Time
18 + 12 + 19 + 12 + 14
20
 The objectives of Work Balancing are to
 ensure that the cycle times for all process steps are similar
 ensure that the cycle time of each process step is below the required takt time

38 April 9, 2016 – v3.0
Lean Standard Work – Work Balancing
0
5
10
15
20
25
30
1 2 3 4 5
Time(s)
Operator
Takt Time
(20s)
Step 1
Step 6
Step 2
Step 7
Step 11
Step 14
Step 18
Step 3
Step 8
Step 12
Step 15
Step 4
Step 5
Step 9
Step 16
BeforeAfter
0
5
10
15
20
25
30
1 2 3 4 5
Time(s)
Operator
Takt Time
(20s)
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Step 8
Step 9
Step 10
Step 11
Step 12
Step 13
Step 14
Step 15Step 16
Step 17
Step 18
Work Balancing Work Balancing

39 April 9, 2016 – v3.0
Lean Standard Work – Process Capacity Sheet
The Process Capacity Chart is used to calculate the capacity of each process
step to confirm true process capacity and to identify and eliminate bottlenecks.
Processing capacity per shift will be calculated from the available production
time, completion time, and tool-change time (and other factors as necessary) for
each unit or product.
Lean Standard Work: Process Capacity Sheet v 2.0
Process: __________________ Line: _____________________ Product: _____________________ Part Number: ______________________
Approved by: ____________________ Author: __________________ Date: ____/____/_____ Number of Parts: ________
Step Process Step Name Machine #
Basic Time (in sec) Tool Change Processing
Notes
Manual Machine Completion Change Time Capacity / Shift
1 0 #DIV/0!
2 0 #DIV/0!
3 0 #DIV/0!
4 0 #DIV/0!
5 0 #DIV/0!
6 0 #DIV/0!
7 0 #DIV/0!
8 0 #DIV/0!
9 0 #DIV/0!
10 0 #DIV/0!
11 0 #DIV/0!
12 0 #DIV/0!
13 0 #DIV/0!
14 0 #DIV/0!
15 0 #DIV/0!
Total 0 0 0 #DIV/0!
Process Capacity Sheet

40 April 9, 2016 – v3.0
Lean Standard Work – Process Capacity Sheet
v 2.0
Approved by: ____________________ Date: ____/____/_____
Change Time
1 Cutting 250 120
2 Press Brake 500 300
3 Grinding 100 30
4 Finishing 0
5 Quality Control 0
6 Packaging 0
7
8
9
10
Total 111 102 213 443
E105 45 0 45 600
D000 11 50 61 443
QA12 15 0 15 1,800
B102 9 20 29 912
C101 25 0 25 1,067
Notes
Manual Auto Completion Capacity / Shift
A100 6 32 38 702
Step Process Step Name Machine #
Basic Time (in sec) Tool Change Processing
Lean Standard Work: Process Capacity Sheet
Process: __________________ Line: _____________________ Product: _____________________ Part Number: ______________________
Author: __________________ Number of Parts: ____1_____
Enter the Process
and Product Name
Enter Name of the
Production Line
Enter the Name
of the Product
Enter the Part
Number
Enter the Number
of the Process Step
Enter the Name of
the Process Step
Enter the Name
of the Author
Record and observations you have made
during the Process Study, e.g. special
incidences, improvement opportunities, …)
Enter the Date
Enter the Number
of Parts produced
per Cycle
Enter the Name
of the Machine
Record the Cycle Time for the
Manual and Machine Operations
Record the Cycle Time for the
Manual and Machine Operations
Record Change
Frequency and
Changeover Time
Record Change
Frequency and
Changeover Time

41 April 9, 2016 – v3.0
Lean Standard Work – Quick Changeover (SMED)
 Changeover or setup activities can be classified using the following three
categories.
 Waste – Activities which do not add value to the changeover or setup
 Internal - Activities that can only be performed while the equipment is shut down
 External - Activities that can be performed without shutting down the equipment
 Key strategies to reduce setup and changeover time are:
 Eliminate the waste activities
 Convert as many internal activities to external activities
 Internal activities can be improved by:
 Use specially designed cart to organize tools
 Use quick-release fasteners instead of bolts and nuts
 Use stoppers to quickly position the jigs.
 Use overhang mechanisms to handle heavy jigs
 Use locating pins and holes to eliminate the adjustment

42 April 9, 2016 – v3.0
 Work Sequence refers to the series of process steps necessary to complete
a task and that is fastest, most efficient, of acceptable Quality, and safe.
 When the work sequence is carefully followed, the cycle time will be
consistent (i.e. repeatable), no steps or parts will be forgotten, and the
chance of equipment damage or any other major problems will be minimized.
Lean Standard Work – Work Sequence
Poor Work Sequence Design
1
2 4
3
6
5
7
Good Work Sequence Design
1
2
4
3
6 57

43 April 9, 2016 – v3.0
Lean Standard Work – Standard Work Chart
The Standard Work Chart shows operator movement and material location in
relation to the machine and overall process layout. It should show Takt Time,
Work Sequence, and Standard Work-In-Process (WIP).
v 2.0
Date: ____/____/_____
Quality Safety
Check Precaution
Department/Location: _________________________________
Process Start: ______________________
Standard Work-In-Process (WIP)
Symbol Number of Units
Cycle Time
(in s)
Lean Standard Work: Standard Work Chart
Team Leader: ______________________ Supervisor: ______________________
Author: __________________ Process End: ______________________
Takt Time
(in s)
Number
of Operators
Document Number (optional)
Standard Work Chart

44 April 9, 2016 – v3.0
v 2.0
Date: ____/____/_____
# OP
Safety
Precaution
Number
of Operators
Takt Time
(in s)
Process/Work Area: _________________________________
Process Start: ______________________
Standard Work-In-Process (WIP)
Symbol Number of Units
Cycle Time
(in s)
Team Leader: ______________________ Supervisor: ______________________
Author: __________________ Process End: ______________________
Work Element
Quality
Check
Lean Standard Work – Standard Work Chart
Process or Work Area
First Process Step
Enter the
Takt Time
Enter the min. – max.
Number of Units in WIP
Enter the Name of
the Team Leader
Enter the Name
of the Author
Visualize the Work Flow including, Machines,
Operators, Standard WIP Location & Units,
Quality Checks, and Safety Precautions
Enter the Date
Enter the Number
of Operators in the
Work Area
Enter the
Document Number
Enter the Name of
the Supervisor
Last Process Step
Enter the
Cycle Time
Enter Process Steps
or Work Elements

45 April 9, 2016 – v3.0
Lean Standard Work – Standard Work Chart Example
v 2.0
Date: 02 / 15/ 2012
# OP
1 1 & 2
2 1 & 2
3 1 & 2
4 1 & 2
5 1 & 2
6 1 & 2
7 1 & 2
8 1 & 2
Safety
Precaution
Department/Work Area: Washing Machine & QC Work Station Team Leader: John White Supervisor: Elisa Johnson
Author: Jack Miller Process Start: Deburring & Stamping Process End: Return Part to Line
Work Element
Deburring & Stamping
Line - Sanding Machine
Sanding Machine -
Washing Machine
Washing Machine - Line
Line - Air-Control Point
Defect Elimination - QC
QC - Thread & Flange
Control
Return Part to Line
Check Symbol Number of Units (in s) (in s) of Operators
Quality Standard Work-In-Process (WIP) Takt Time Cycle Time Number
13 175 250 2
Before Standard Work
Washing
Machine
Sanding
Machine
WIP = 13
Quality Control
1
2
3
4 5 6 7
8
Walking – Op 1 & Op 2
Walking – Op 1 & Op 2
Step

46 April 9, 2016 – v3.0
Lean Standard Work – Standard Work Chart Example
v 2.0
Date: 03/05/2012
# OP
1 1 & 2
2 1 & 2
3 1 & 2
4 1 & 2
5 1 & 2
6 1 & 2
7 1 & 2
8 1 & 2
Safety
Precaution
Department/Work Area: Washing Machine & QC Work Station Team Leader: John White Supervisor: Elisa Johnson
Author: Jack Miller Process Start: Deburring & Stamping Process End: Return Part to Line
Work Element
Deburring & Stamping
Line - Sanding Machine
Sanding Machine -
Washing Machine
Washing Machine - Line
Line - Air-Control Point
Defect Elimination - QC
QC - Thread & Flange
Control
Return Part to Line
Check Symbol Number of Units (in s) (in s) of Operators
Quality Standard Work-In-Process (WIP) Takt Time Cycle Time Number
7 175 150 2
After Standard Work
Washing
Machine
Sanding
Machine
WIP = 7
Quality Control
1
2
3
4
7 5
6
1. The operator loading was distributed according to the
takt time limit, which meant operators could comply with
customers demand without overtime.
2. Some of the operator work elements were transferred
to a previous work station (thread control) that had
available time.
3. Some manual operations now are done while the
machine runs automatically (deburring and stamping).
4. After the tasks of the two operators had been
separated, walking was not necessary anymore, so this
waste was fully eliminated.
8

47 April 9, 2016 – v3.0
"If smaller orders are released more often, the factory resources are loaded
much more easily. …This is analogous to the python swallowing dozens of little
piglets instead of one large pig. …Surprisingly, many factories prefer to 'stretch
the python' so it can swallow an even larger hog!"
Standard, Charles and Davis, Dale - Running Today's Factory: A Proven
Strategy for Lean Manufacturing uses the phrase "pig in a python" to describe
large inventory bubbles that move through a factory.
Lean Standard Work – “Pig in the Python.”
Inventory
“Bubble”

48 April 9, 2016 – v3.0
Lean Standard Work – Standard Work-In-Process (WIP)

49 April 9, 2016 – v3.0
 Standard Work-In-Process refers to the minimum number of unfinished parts
or products required for smooth completion of a work sequence.
 If processing is performed according to the capacity of the machine, there is a
tendency to have too many unfinished products on hand. This is because
processing is performed according to the capacity of the machine.
 By focusing on takt time, the operator’s range of work can be broadened.
He/she can for example be put in charge of multiple machines. As a result,
the production method changes from one based on the capacity of machinery
to one based on takt time.
 Remember, we only need to produce in accordance with what takt time
demands.
 Standard Work-In-Process varies depending upon the work sequence and
layout of machinery and equipment.
 Once appropriate inventory levels have been defined, Kanban can be used to
schedule production for these processes.
Lean Standard Work – Standard Work-In-Process (WIP)

50 April 9, 2016 – v3.0
Lean Standard Work – Basic Kanban Concept
The basic concept of a Kanban system can be easily observed in a
supermarket.
In a supermarket, every item has a defined inventory location that holds a specific
quantity of the item.
Customers select the required quantity of a specific item and proceed to the
checkout counter.
At the checkout counter, the cashier scans
each item and a signal will be transmitted to
the supermarket’s database, indicating the
items part number and quantity that has
been “consumed”.
Once a certain quantity of a specific item
has been consumed, a supermarket
employee will take for example a carton of
that item from the warehouse and refill the
shelf-space in the store.

51 April 9, 2016 – v3.0
Lean Standard Work – Kanban Cards
• Originally, Kanban systems utilized physical cards that move back and forth
between the “customer” process and the “supplier” process, serving as a
signaling to trigger the movement, production, or supply of material. Electronic
or e-Kanban systems are nowadays more common, and are able to improve on
some of the drawbacks of manual Kanban systems.
• Kanban cards, which may be multicolored based on priority, show at a
minimum the internal part number & description, supplier name, supplier part
number & description, restocking location, and the re-ordering quantity.
• The most commonly used Kanbans are:
– “Withdrawal" or “Move” Kanbans – This Kanban is used to
relocate items from one work area or sub-process to
another.
– “Production" Kanban – This Kanban is used to replace the
items when they are consumed or sold.
– “Signal” Kanban – This Kanban is used to initiate
production or replenishment of a predetermined batch size
of a specific item.

52 April 9, 2016 – v3.0
Lean Standard Work – Single-Card Kanban
In a single-card or one-card Kanban scheduling system, a “Signal” Kanban
card is taken from the Kanban location once a defined minimum stock quantity
has been reached.
The card is then for example placed on a Kanban board, signaling the need for
a stock replenishment order.
The “supplier” process responsible for the replenishment of the Kanban location
schedules its production based on the Kanban board and replenishes the
Kanban location.
The minimum stock quantity that signals or triggers the replenishment request
needs to assure that the remaining on hand inventory is sufficient until the
replenishment stock arrives and is based on the average consumption,
consumption fluctuation, and replenishment lead time.

53 April 9, 2016 – v3.0
Lean Standard Work – Kanban Example
The images below illustrate a simple example of a single-card Kanban system to
prevent coffee stockouts in the office.
The minimum stock has been determined as one box of “K-cups” and a Kanban
card is attached to the last box.
As soon as an employee opens the last box, he/she removes the Kanban card
and orders a predefined number of “K-cups” boxes or places the card in a pre-
defined location to trigger the replenishment process.

54 April 9, 2016 – v3.0
Lean Standard Work – Dual-Card Kanban
A dual-card or two-card Kanban scheduling system uses "Withdrawal" and
"Production" Kanban cards.
One card is attached to each container holding a pre-defined quantity of items.
To relocate or move a container from the “supplier” process to the “customer”
process for consumption, the attached “Production” card is removed from the
container and placed on the Kanban board.
The “Withdrawal” card is then attached to that container and the container is
moved to the “customer” process for consumption.
The “supplier” process schedules production
based on the cards on the Kanban board and
pre-defined scheduling rules.
Once a container of items has been produced,
a “Production” card is removed from the
Kanban board and attached to the container.

55 April 9, 2016 – v3.0
Lean Standard Work – Dual-Card Kanban – Phase 1
“Supplier” Process “Customer” Process
Kanban Board
Phase 1: “Customer” process moves an empty container to the “supplier” process.
Standard Container (full) Standard Container (empty) “Production” Card “Withdrawal” Card

56 April 9, 2016 – v3.0
Kanban Board
Phase 2: “Customer” process places the “Production” card of a full container on the
Kanban board and replaces it with the “Withdrawal” card from the empty container.

57 April 9, 2016 – v3.0
Kanban Board
Phase 3: “Customer” process moves the full container with the “Withdrawal” card
to the “Customer” process.

58 April 9, 2016 – v3.0
Kanban Board
Phase 4: “Supplier” process produces new items and attaches the “Production” card
from the Kanban board to the full container.

59 April 9, 2016 – v3.0
Lean Standard Work – Dual-Card Kanban – Summary
“Supplier”
Process
“Customer”
Process
Kanban Board
Phase 1: “Customer” process moves an empty
container with a “Withdrawal” card to the
“supplier” process.
“Supplier”
Process
“Customer”
Process
Kanban Board
Phase 2: “Customer” process places the “Production”
card of a full container on the Kanban board and
replaces it with the “Withdrawal” card from the empty
container.
“Supplier”
Process
“Customer”
Process
Kanban Board
Phase 3: “Customer” process moves the full
container with the “Withdrawal” card to the
“Customer” process.
“Supplier”
Process
“Customer”
Process
Kanban Board
Phase 4: “Supplier” process produces new items and
attaches the “Production” card from the Kanban board
to the full container.
1 2
3 4

60 April 9, 2016 – v3.0
Lean Standard Work – Kanban Example
A very effective application for a dual-card Kanban scheduling system is the
“decoupling” of two very different sub-processes, for example a machining process
and an assembly process.
A machining process is often fairly automated, resulting in high depreciation costs,
and requires significant setup time to change over from one product to another,
resulting in low utilization when producing small batches of different items.
An assembly process is often less capital intense and requires no or very little
changeover time.

61 April 9, 2016 – v3.0
Lean Standard Work – Standard Work Combination Table
The Lean Standard Work Combination Table shows the combination of manual
work time, walk time, and machine (auto) processing time for each process
step or work element in a production sequence.
The Lean Standard Work Combination Table can serve as training tool, a
quality tool, a management tool, or a continuous improvement tool.
Lean Standard Work: Work Combination Table
Approved by: ____________________ Author: __________________Date: ____/____/_____ Takt Time: _________
Hand Auto Walk 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
1
2
3
Work Area: __________________ Process Start: _____________________ Process End: _____________________
Required Units /Shift: _________
v 2.0
Time (in s)
Step Work Element
Work Time (in s)
Work Combination Table

62 April 9, 2016 – v3.0
The Standard Work Combination Table has many uses:
1. As a training tool, it provides a standard that can be clearly communicated to
employees during the training process and provides them with a quick and easy
refresher when posted in a work area. They can glance up and check that they
are doing the process correctly. This is especially important as a Lean
implementation often results in employees rotating jobs more frequently.
2. As a quality tool. When a problem is discovered, the first step should be to
confirm that the agreed process is being consistently followed. The Standard
Work Combination Sheet makes it easy to audit an operation.
3. As a management tool. The Standard Work Combination Table helps team
leaders and managers: understand their capacity, manage daily operations, and
keep things running smoothly. Knowing exactly where an employee should be at
any point lets managers get them help immediately when things go wrong.
4. As a continuous improvement tool. The Standard Work Combination Table,
to the experienced eye, screams out incidents of waste. When this waste is
easily identified, it is much more likely to be eliminated.

63 April 9, 2016 – v3.0
Approved by: ____________________
Hand Auto Walk 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 110 115 120 125 130 135 140 145 150
70 50 30 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 110 115 120 125 130 135 140 145 150
Date: 02/15/2012 Takt Time: 130
150
Process Start: Cutting
9
10
7
8
5 Quality Control 20 0
0
6 Packaging 15 0
10
3 Grinding 15 0
10
4 Finishing 5 30
5
1 Cutting 5 15
5
2 Press Brake 10 5
0
v 2.0
Work Area: Sheet Metal Process End: Packaging
Required Units / Shift: 500
Step Work Element
Time (in s) Work Time (in s)
Author: John White
Enter the Process
or Work Area Name
Enter the first
Process Step
Enter the Date
Enter the last
Process Step
Enter all Process Steps,
Work Elements or Tasks
Record Hand, Auto & Walk
Times for each Work Element
Enter the Author
of the Document
Enter the Quantity
per Shift required
Enter the Takt Time
Visualize the Hand, Auto &
Walk Times for each Work
Element using a “Gantt Chart”

64 April 9, 2016 – v3.0
Approved by: ____________________
Hand Auto Walk 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 110 115 120 125 130 135 140 145 150
70 50 20 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 110 115 120 125 130 135 140 145 150
10
140
8
9
6 Packaging 15 0
5
7
4 Finishing 5 30
5
5 Quality Control 20 0
0
2 Press Brake 10 5
0
3 Grinding 15 0
5
Step Work Element
Time (in s) Work Time (in s)
1 Cutting 5 15
5
v 2.0
Work Area: Sheet Metal Process Start: Cutting Process End: Packaging
Author: John White Date: 02/15/2012 Takt Time: 130 Required Units / Shift: 500

65 April 9, 2016 – v3.0
Lean Standard Work – Implementation Process
Identify
Product or Part
Identify Process
or Process Step
Identify Process
Steps or Work
Elements
Determine
Takt Time
Determine Cycle Times
for each Process Step
or Work Element
Create Standard
Work Process
Study Sheet
Create Standard
Work Process
Capacity Sheet
Work Balancing
Opportunities
Changeover Reduction
Opportunities
Create Standard
Work Chart
Determine
Work Sequence
Determine
Standard Work-in-
Process Inventory
Kanban Opportunities
Create Standard
Work Combination
Table

66 April 9, 2016 – v3.0
The End …
“Perfection is not attainable, but if we chase perfection we can catch
excellence.” - Vince Lombardi

67 April 9, 2016 – v3.0
Terms & Conditions
After you have downloaded the training material to your own
computer, you can change any part of the course material and
remove all logos and references to Operational Excellence
Consulting. You can share the material with your colleagues and
re-use it as you need. The main restriction is that you cannot
distribute, sell, rent or license the material as though it is your
own. These training course materials are for your — and
your organization's — usage only. Thank you.

Lean Standard or Standardized Work Training Module

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