Standardized

WASTE

perations

Purpose of
Standardized Operations
Establish a baseline for Continuous Improvement
Reduce the variation within tasks in a process
Ensure operators are consistently performing the same
tasks and procedures
Identify what tasks are value added
Set up the process to satisfy the Customers
requirements, (TAKT), no more, no less

Standardized Operations
Basis of a lean organization
Efficient production sequence
Foundation for
- Waste reduction
- Problem solving
- Quality control

Standardization is the road to continual

improvement.
W. E. Deming, July 15, 1992

Standardized Operations
Two Key Concepts

Standard Operations
Do it the same every time
Line Balancing
Every operation takes the same amount of time to
produce one part based on customer requirements

Can you have a balanced line without

Standardized Operations?

Can you have Standardized Operations

without a balanced line?

Is the goal a balanced line?

Is the goal Standardized Operations?

Standardized Operations
Definition:
Operations safely carried out with all tasks organized in
the best known sequence, and by using the most effective
combination of resources:
People
Materials
Methods
Machines

Standardized Operations
Relationship to Variation
High

V
a
r
i
a
t
i
o
n
Low

Standardization

High

There Can Be
No Continuous Improvement
Where There Is
No Standardization

Standardized Operations
Necessary Conditions

Consistent and repeated operations

Work operations should be adjusted for human
ease and effectiveness (based on human motion)
All equipment and resources kept in good condition
to maintain a high quality product

Standardized Operations
Benefits:
Organizes job elements into a smooth sequence
Improves physical layout to support individual
Provides process control and reduces build variation
Provides a training tool for new employees
Offers information in an easily understood format
Prompts level production
Improves safety
Improves communication and understanding
Establishes a base for Continuous Improvement

Standardized Operations
The Process

Standardized Operations

Customer
Cycle Time

Work
Sequence

Standard
Work-in-Process

Standardized Operations
Basic elements:
Standard work-in-process:
Minimum amount of work-in-process necessary to
maintain a smooth operation

Work sequence:
Employee's sequence of work
Same order of work every time
Customer cycle time:
Time it should take to complete a process based on
customer demand

Customer Cycle Time = Time available

Quantity required

Standard Work-in-Process
The standard work-in-process is the minimum running stock to
be kept at the work station so work can be performed
repeatedly, in the same sequence and with the same
movements, while following the standardized work sequence.
Standardized work-in-process is very important because it can
have an effect on maintaining quality, workability, and safety.

Standard Work-in-Process
Basic Rules

Automatic operations require standard work-in-process stock

to enable the worker to be separated from the automatic
machine cycle.
The number of standard work-in-process stock may be
determined by standard tote quantities, if one piece flow does
not exist.

Standard Work-in-Process
Condition

Example
Process 1
(Automatic)

Automatic Operation
Operator moving same
direction as product flow

Standard in-Process Stock

Process 2
(Automatic)
3

RM

FG
1

Process 1
(Manual)

Manual Operation
Operator moving same
direction as product flow

Process 2
(Manual)
3

RM

FG
1

Process 2
(Automatic)

2 pieces each station

(one piece in each machine
one piece by each machine)

RM

FG
4

Process 1
(Manual)

Manual Operation
Operator moving
opposite direction of
product flow

Zero
(work piece is carried,
manual work done at each
machine)

Process 1
(Automatic)

Automatic Operation
Operator moving
opposite direction of
product flow

1 piece each station

(one piece in each machine)

Process 2
(Manual)

1 piece each station

(one piece by each machine)

RM

FG
4

Work Sequence
Refers to the sequence of activities that each
worker performs to complete one cycle time.
When the work sequence is carefully followed:
Workers produce quality goods / services in the
most efficient way
The chance of equipment damage or other major
problems will be minimized
No steps will be forgotten
Multi-skilled workers are required

Standardized Operations
Motion Analysis: A Waste Elimination Tool
PrePosition
Release

Reach

Hold

Search

Position

Grasp
Move

Standardized Operations
Motion Analysis: A Waste Elimination Tool

PrePosition

Options to Consider

Reach

Options to Consider

Holding device, suspend tools

Rotating fixture, guide
Stacking device

Reduce distances

Standardized Operations
Motion Analysis: A Waste Elimination Tool
Search

Options to Consider
Articles properly identified
Better layout, transparent containers
Pre-position tools and parts

Grasp

Options to Consider

More than one part at a time

Use vacuum, magnet
Lip on front of bin, contact grasp
Pre-position tools on swinging bracket
Have previous operator pre-position parts/tools

Standardized Operations
Motion Analysis: A Waste Elimination Tool
Move

Options to Consider
Eliminate or shorten
Gravity chute, conveyor vs. hand
Eliminate sharp direction change

Position

Options to Consider

Use guide, funnel, stop, pilot, bushing

Countersink holes, locating pin
Pilot, recess, or chamfer
Can tolerance be changed?
Can template be used?

Standardized Operations
Motion Analysis: A Waste Elimination Tool
Hold

Options to Consider
Use vise, pin, rack, clip, vacuum, hook
Magnetic device, friction
Twin holding fixture

Release

Options to Consider

Make it in transit
Use mechanical ejector
Release multiple units
At end of release, are hands
in best position for the next element?

Customer Cycle Time

Customer cycle time is the time which should be taken to
produce a part or assembly based on customer demand.
This time is sometimes also referred to as takt time.
Customer cycle time is calculated as follows:

Customer
Cycle Time

Total net operating time per shift or day

x 60

Total customer(s) requirements needed

per shift or day

Example:
Customer
480 min./shift
Cycle Time
- 20 min AM break
- 20 min PM break
440 min. net operating time per shift

440
1000

= .44 x 60 = 26.4 sec/part

Operation Cycle Time

Machine Time
Measure cycle time of machine
Operator Cycle Time
Watch operator, noting all movements, with distances,
forces and ease of operation
Use Standard Time Data books to look up times
Chart data onto wall, separating work elements that
are transferable
Compare total Operation Cycle Time to Customer
Cycle Time

WALKING TIME TABLE

No. of
Steps

Feet

Seconds

Minutes

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17

2.5
5.0
7.5
10.0
12.5
15.0
17.5
20.0
22.5
25.0
27.5
30.0
32.5
35.0
37.5
40.0
42.5

0.6
1.2
1.8
2.4
3.0
3.6
4.2
4.8
5.4
6.0
6.6
7.2
7.8
8.4
9.0
9.6
10.2

.01
.02
.03
.04
.05
.06
.07
.08
.09
.10
.11
.12
.13
.14
.15
.16
.17

Operation Cycle Time Chart

Customer
Cycle Time

Time

Operator A

Operator B

Operator C

Customer Cycle Time Provides a

Standard for Improvement
Delay in operation
Standard
Waiting

Customer
Cycle Time

Needs for
Improvements

Operator
Cycle Time

Operator A

Operator B

Customer Cycle Time > Operator Cycle Time = Overproduction / Waiting

Customer Cycle Time < Operator Cycle Time = Underproduction / Delay
Customer Cycle Time = Operator Cycle Time = IDEAL

Standardized Operations
This chart displays the observed cycle time for all
operations connected to a specific process, in relation
to the customer cycle time.
Customer Cycle Time

----------------------------------------------------------------6

4
3
2

3
2

Standardized Operations
The traditional approach to process balancing:

Customer Cycle Time

-----------------------------------------------------------------

Standardized Operations
A better approach to process balancing:

Customer Cycle Time

-----------------------------------------------------------------

55 / 75
55 Minutes per hour
75% Value Added Content

Ways to help achieve 55 / 75

Communication
Training
Standardized Operations
Work rules
Job rotation
Zero ergonomic stresses
Error proofing
Proper layout design
Proper part presentation
Synchronous devices
Tool trays
Part dispensers
Aprons
Man-machine integration

Standardized Operations
are required
to sustain

55 / 75

Standardized Operations
Work Forms - Next Steps
Combine all the information and a layout of the worksite onto
the worksheet and layout form as documentation of the
process.
Record the three essential standards (customer cycle time, work
sequence and standard work-in-process)
Quality checks, safety warning symbols and other key information
necessary to carry out the operation
Display the sheet on station, in the most understandable format
Use as a training tool for new operators

Standardized Operations Worksheet And Layout

OPERATION:

STEP
NO.

WORK ELEMENT

FROM:________________________

QUANTITY PER SHIFT:______________

CUSTOMER CYCLE TIME:__________________

TO: __________________________

SHIFT:________

OPERATOR CYCLE TIME:__________________

ELEMENT TIME
HAND WORK

MACHINE

WALK

STANDARD INPROCESS STOCK

QUALITY
CHECK

WORKSTATION AREA DRAWN TO SCALE

TOTAL

CRITICAL
OPERATION

SAFETY

Standardized Operations Worksheet And Layout

OPERATION:

STEP
NO.

430
QUANTITY PER SHIFT:______________

Fixture
FROM:___________________________

Motor mount

Shoot bolts
TO: _____________________________
STANDARD IN-

ELEMENT TIME

WORK ELEMENT

HAND WORK

Get fixture, bolt, clip motor mount, & walk to car

Set motor mount with fixture

Install clip, route harness, remove wire

17

Walk to rack, get gun and return to car

Shoot motor mount

Walk to get L gun, 2 bolts, and return to car

Shoot 2 bolts, walk to rack

Start next car

MACHINE

60 sec.
CUSTOMER CYCLE TIME:__________________

1
SHIFT:________
PROCESS STOCK

WALK

51 sec.
OPERATOR CYCLE TIME:__________________
QUALITY
CHECK

CRITICAL

SAFETY

OPERATION

1
1

100

MATERIAL RACK

200

100

1.5
1.5
2

8
4
2

VEHICLE
WORKSTATION AREA DRAWN TO SCALE

TOTAL

41

10

10

Standardized Operations Worksheet & Layout

Operation

Front Desk Clerk

Step
No.

Work Element

1
2
3
4
5
6
7
8
9
10

Greet patient
Ask patient to sign in
Collect insurance card
Copy insurance card
Return card to patient
Answer phone
Give directions to clinic
Look for pt. record in files
Look for pt. record in files
Look for pt. record in files

11
12
13
14
15
16
17
18
19
20
21

Answer phone
Give directions to clinic
Look for pt. record in files
Look for pt. record in files
Pull file card
Verify pt. name & #
Retrieve pt. record
Call tx area to notify pt in
Escort pt. to 2nd sign-in
Fax insurance info
Sort & assemble pt. info.
TOTAL

From:___________________ Quantity per shift:_____________

To: _____________________
Shift:___________
Element Time
Hand

.25
.25
.50
.25

Machine

.25
.50

29

Quality check

Critical operation

19

.25 .25
.25

3
6
8

.25

Safety

Copier

.25
.50

3.75
4
.50
.25
2

Standard in-process
stock

Walk

Customer cycle time:__________________

Operator cycle time:__________________

Files

Files

Files
14

17

13

A
.25
.25
.25
.25

L
L

Files

.25
.25 .50
.25 .50
.25 .50
2.5 4

16

10

Files

A
.25
.25
.25

Card
File

15

Files

1
18
12

Files
8

Front Desk
6

11

20

Fax
21

7
Workstation area drawn to scale

Standardized Operations
Continuous Improvement

Standardize

Improve

Expose Problem

Solve Problem