GBE-KPO-2-006-00 Standard Work

Standard Work
CONFIDENTIAL Document Number : GBE-KPO-2-006-00

Revision Number : 06
Effective Date : May 21,2013
Document Title Document # : Revision
GBE-KPO-2-006-00 06
Standard Work
Document Owner :
Gopalkrishnan Murugiah
REVISION HISTORY
Revision Description of Change Writer/Reviser Effective Date
Gopalkrishnan
03 Document formatted as per DMS policy December 11, 2008
Murugiah
Gopalkrishnan
04 Complete Review of Document Murugiah December 05, 2011
05 Document updated with the latest format. Chandran Bendaiya September 13, 2012
Added Slides 54 “ Standard Work in Office”
Added Slides 55 “Benefits of Standard Work”
06 Man Zhang May 21, 2013
Added Slides 56 “ Conclusion”
Added Slides 57 - 60 “Case Study ”
COMPANYStandard Work Printed copies are uncontrolled copies.

CONFIDENTIAL
2Verify GBE-KPO-2-006-00 Rev.06
revision and approvals in the FMS Document Management System on ShareNet.
Table of Contents
Contents Slide(s)
 Overview , Scope & Objective 4
 3 Types of Standard Works 5
 Elements of Standard Work 8
 Why Standard Work is Important? 21
 Benefits of Standard Work 23
 Improvement via Standard Work 27
 Tools for Standard Work
 Standard Work Sheet 39
 Standard Work Combination Sheet 44
 Standard work in Office 53
 Review of Standard Work 61
 Quiz Questions 63
Standard Work
3 GBE-KPO-2-006-00 Rev.06
Overview, Scope & Objective
Overview
Standard Work is the combination of 4M; Man, Material, Machines and Methods required to
produce in such a way as to minimize waste and make good quality products safely at the lowest
possible cost.
Scope
Standard Work covers anything related to performing tasks which change the form, fit and function
of the material/product.
Objective
To understand the elements and benefits of Standard Work.

• To understand the improvements that can be achieved by utilizing Standard Work.
• To learn the steps to fill out Standard Work Sheet and Standard Work Combination Sheet.
Standard Work
4 GBE-KPO-2-006-00 Rev.06
4
3 Types of Standard Works
5
Elements
Signal
Type Machine Man Tools Examples
Standard Trigerring
Takt Time
Sequence WIP
Standard Work
Few
1 Yes Yes Yes Yes No Combination SMT
Sheet
Standard
Work Work Load
Leveling Hand Load
2 Few Yes Yes Yes Yes No Chart/Standard Assembly
Work
Combination
Receiving,
Work Water Spider,
Andon
Standard 3 Yes Yes No No Yes Yes HR,
Testing
Standard Work
6 GBE-KPO-2-006-00 Rev.06
6
Type 1 : Standard Work to support machine (90%) & man (10%) combination task.
Type 2 : Standard Work to support man (90%) & machine (10%) combination task.
Type 3 : Standard Work (also called as Work Standard) to support task carried out once signal
is triggered.
No Standard Work means no Kaizen … Standard Work is the Mother of all Kaizen
Standard Work
7 GBE-KPO-2-006-00 Rev.06
7
Three Key Elements of Standard Work
 Takt Time
 Work Sequence (Order of Works)
 Standard WIP (Work-In-Process)
8
1st Element of Standard Work (Takt Time)
Takt Time
• The heartbeat of the business.

• Is not just Mathematics, but it is the Foundation to Lean.
Available Time
Takt Time =
Customer Demand
Available Time: Total amount of TIME allocated for production

Customer Demand: Qty of scheduled parts for a given time frame
• Example:
Available Time = 6.5 hrs/shift x 2 shifts/day x 5 days/wk x 60 min/hr x 60 sec/min
= 234000 sec/wk
Your Customer Demand is 90 pcs per week
234000 sec/wk
Takt Time = = 2600 sec/pc
90 pcs/wk
Standard Work
9 GBE-KPO-2-006-00 Rev.06
Example of Takt Time Calculation
Net Operating Shift: 9.5 hours @ 60 mins/hour = 570

Time Per Shift Breaks: 2 times x 30 mins/time - 60
Meeting & 5S: 30 mins - 30
Net Operating Time per Shift 480
Customer Monthly requirements (units) 9,600

Requirements # of working days per month ÷ 20
Units per Day 480
Net Operating Time / Period

Takt Time =
Customer Requirements / Period
480 mins/day x 60 sec

For 1 shift/day: Takt Time = = 60 sec/unit
480 units/day
Standard Work
10 GBE-KPO-2-006-00 Rev.06
Takt Time Calculation Exercises (Question 1)
Exercise 1:
Based on the data in the previous page, calculate the Takt Time if the customer demand
increases to 19200 pcs per month.
11
Standard Work
11 GBE-KPO-2-006-00 Rev.06
Takt Time Calculation Exercise 1 (Answer 1)
Net Operating Shift: 9.5 hours @ 60 mins/hour = 570

Net Operating Time per Shift

480

Units per Day 960
480 mins/day x 60 sec

For 1 shift/day: Takt Time = = 30 sec/unit
960 units/day
Standard Work
12 GBE-KPO-2-006-00 Rev.06
Takt Time Calculation Exercises (Question 2)
Exercise 2:
What is the Takt Time if the operation is now running in 3 shifts. The customer demand remains the
same as 9,600 pcs and the breaks and meeting time remain the same for each shift as in the
previous page.
Standard Work
13 GBE-KPO-2-006-00 Rev.06
Takt Time Calculation Exercise 2 (Answer)
Net Operating Shift: 8 hours @ 60 mins/hour = 480

Net Operating Time per Shift 390

Units per Day 480
Units/Shift 480 ÷ 3 = 160
390 mins/shift x 60 sec

For 1 shift/day: Takt Time = = 146.3 sec/unit
160 units/shift
Standard Work
14 GBE-KPO-2-006-00 Rev.06
2nd Element of Standard Work (Work Sequence)
Work Sequence
The order of works in which a worker places parts on a machine or in an assembly.
MANUAL AUTOMATED
worker processing machine processing
     
The Same Thing, The Same Way, Every Time
Standard Work
15 GBE-KPO-2-006-00 Rev.06
15
3rd Element of Standard Work (Standard WIP)
Standard WIP
• Refers to the minimum Work-In-Process needed to perform repetitive work, such as :-
 Parts mounted on machines STANDARD WORK SHEET
 Parts waiting for testing
Process Name / Area
Model Number
ICT
40K0276
Doc. #
Doc. Date
ABC 1234
DD 1
Doc. Rev #
4 MM 0
6
8 YY 0 7
Orginator
Ali
 Parts needing time to cool
Model Name Basilisk Product Name / Area IBM Server
Operation Diagram No. Operation Seq
Start
Walk to supermarket trolley
1 Pick up board from 4-layer Supe
Orbital Place on ICT 1.
Weld End FinishICT 1 Weld End Finish23 Start Test process.
Weld 4 Remove board from test in ICT 2
1 2
IN 5 Pass board place in out trolley
Flex Return to original position
3 2 1 End
ICT 2
R LR
1 L
Torch
4
Braze LR
Mech. Mech.
Mark Hydro Test
Clean Clean
2 5
OUT
LR
# of pieces Work Return to Right Hand Left Hand Both Hand TAKT time
Quality Check Safety Precaution Standard WIP
Legend of Std Work : of WIP
6
Sequence Start Operation
R
Operation
L
Operation
LR
(sec)
15
Standard Work
16 GBE-KPO-2-006-00 Rev.06
Standard WIP Exercises (Question)
Please refer to below diagram.

Exercise 1 – Please indicate the location of Standard WIP in this process.
Exercise 2 – What is the Standard WIP quantity at the Oven?
Exercise 3 – What is the total WIP of the entire process? STANDARD WORK SHEET
Process Name / Area ICT Doc. # ABC 1234 Doc. Rev # 6 Orginator
Model Number 40K0276 Doc. Date DD 1 4 MM 0 8 YY 0 7
Ali
Orbital Start
Weld End Finish Weld EndWalk
Finish
Weld to supermarket trolley
2 Place on ICT 1.
ICT 1 3 Start Test process.
Flex 4 Remove board from test in ICT 2
1 2
Return to original position
3 2 1 End
ICT 2
R LR
1 L
4
LR
Torch
Braze Burn In Process
Process time = 25 min
Mech. Mech.
Mark Oven Takt time = 5 min
Clean Clean
2 5
OUT
LR
6
R
Operation
L
Operation
LR
(sec)
15
Standard Work
17 GBE-KPO-2-006-00 Rev.06
Standard WIP Exercises (Answer for Exercise 1)
Exercise 1 – Please indicate the location of Standard WIP in this process.

Answer: Standard WIP
STANDARD WORK SHEET

Ali
Orbital
Weld End Finish Weld EndStart
Finish
Weld Walk to supermarket trolley
2 Place on ICT 1.
Flex 4 Remove board from test in ICT 2
1 2
3 2 1 End
ICT 2
R LR
1 L
4
LR
Torch Burn In Process

Braze Process time = 25 min
Mech. Mech.
2 Mark Oven Takt time = 5 min
Clean Clean 5
LR
OUT
6
R
Operation
L
Operation
LR
(sec)
15
Standard Work
18 GBE-KPO-2-006-00 Rev.06
Exercise 2 – What is the Standard WIP quantity at the Oven?

Answer:
Process Time 25
Burning Process =
Process Name / Area ICT= STANDARD WORK SHEET
Doc. # = ABC 1234
5 unit Doc. Rev # 6 Orginator
Takt-Time
Model Number
Model Name
40K0276
Basilisk
5 Doc. Date DD 1
Product Name / Area
4 MM 0 8 YY 0
IBM Server
7
Ali

Start
Orbital 1 Pick up board from 4-layer Supe
Weld End Finish Weld End Finish
Weld 2 Place on ICT 1.
4 Remove board from test in ICT 2
Flex 1 2
3 2 1 End
ICT 2
R LR
1 L
4
LR
Torch
Braze Burn In Process
Mech. Mech. Process time = 25 min
2 5 Mark Oven
Clean Clean
OUT
LR
Takt time = 5 min
6
R
Operation
L
Operation
LR
(sec)
15
Standard Work
19 GBE-KPO-2-006-00 Rev.06
Exercise 3 – What is the total WIP in the entire process?

Answer:
Standard WIP = 2 + 5 = 7 units STANDARD WORK SHEET

WIP = Standard WIP Model

+ (1+1+1+1+1+1+1+1+1)
Model Number
Name
40K0276
Basilisk
= Doc. Date
16 unit
DD 1
Product Name / Area
4 MM 0 8 YY 0
IBM Server
7
Ali
Operation Diagram No. Operation Se

Start
Orbital 1 Pick up board from 4-layer Sup
Weld End Finish Weld End Finish
2 Place on ICT 1.
Weld ICT 1 3 Start Test process.
4 Remove board from test in ICT
1 2
Flex Return to original position
3 2 1 End
ICT 2
R LR
1 L
4
LR
Torch
Braze Burning Process
Mech. Mech.
2 Process time = 25 min
5 Mark Oven
Clean Clean
OUT
LR
Takt time = 5 min
6
R
Operation
L
Operation
LR
(sec)
15
Standard Work
20 GBE-KPO-2-006-00 Rev.06
Why Standard Work is Important?
2
Why Standard Work is Important?
Quality
 Standard processes produce predictable results and predictable Cycle Time

 Preventing recurrence of defects
Delivery
 JIT Pull Production requires reliable lead times based on predictable Cycle Time
Cost
 Standardized processes are the basis of continuous improvement
 Zero defect process = reduced operation cost
 Reduces Carrying Cost
 Reduces NWC cost
Standard Work
22 GBE-KPO-2-006-00 Rev.06
Benefits of Standard Work
2
1. Easier and Safer Method

• Establish certain way of doing things which is easier and safer, where all workers from different
shift/area could follow the standard method of work.
2. Best Method
• Establish best method, make it easier to standardize the process.
• Institutionalize the know-how within the company.
3. Measure the Performance
• What is not measured cannot be improved. Therefore by establishing Standard Work, the
process performance can be measured, analyzed and improved.
4. Cause and Effect Relationship
• Having no Standard Work or not following the Standard Work, invariably leads to abnormalities,
variabilities and waste.
• Standard Work acts as a tool for Muda and abnormality detector.
Standard Work
24 GBE-KPO-2-006-00 Rev.06
5. Sustain the Improvement
• Display Standard Work document at the respective work area.
• Management to enforce adherence to Standard Work.
• If variability occurs even with adherence to Standard Work, determine the cause (5 Why),
revise and upgrade the existing Standard Work.
• Once sustaining stabilizes and controls the process, plan the next challenge.
6. Lock the Improvement
• Standard Work locks in the improvements thus setting a new baseline.
• Without Standard Work, improvements cannot be sustained.
S
WITH Standard Work
K
S
Improvement K
S
K
S
K K K WITHOUT Standard Work
K
K = Kaizen Time
S = Standardization
Standard Work
25 GBE-KPO-2-006-00 Rev.06
7. Foundation for Training

• Established Standard Work will simplify the training process.
• Visually communicates the process layout and the work sequence.
8. Base for Audit Process

• Established Standard Work will simplify the auditing process.
• Visually communicate the abnormality status of the Gemba (Shop Floor) compared to the
Standard Work.
9. Provide a mean for preventing recurrence of errors and minimize variability

• 5 Major Rule of Gemba Management:
i. When problem (Abnormality) arises, go to the Gemba (Shop Floor) then to the
Genchi (Actual Location).
ii. Check the Genbutsu (Actual Part/Product).
iii. Verify the Genjitsu (Actual Fact).
iv. Perform the Root Cause Analysis (5 Why).
v. Standardize to prevent recurrence of the problem.
 Standardization is the last step of 5 major rules of Gemba Management, only
when we sustain the effect of a Kaizen project, we can expect that same
problem does not recur. Quality control means variability control.
Standard Work
26 GBE-KPO-2-006-00 Rev.06
Improvement via Standard Work
Improvement Via Standard Work
Workload Leveling Time

Takt time
a) Understand the current situation 60”
(Document Work Sequence … Order of Works)
b) Measure times for workers A, B, C and D
c) Redistribute all waiting times (to D)
Person
A B C D
(51”) (45”) (58”) (43”)
To improve, you need only 12 seconds reduction Workload

(by eliminating the work of worker D) Leveling
Time
Takt time
60”
Person
A B C D
(60”) (60”) (60”) (12”)
” means seconds
Standard Work
28 GBE-KPO-2-006-00 Rev.06
Eliminating Waste
Time
• Carry out individual Kaizen and balance out the task on Takt time
60”
the basis of Standard Work for workers A, B, C and D.
• Things to look for: By eliminating
 Any waste in walking from one workstation to waste
another?
Look at how parts are placed and the positions of Person
A B C D
work tables (60”) (60”) (60”) (12”)
 Worker variability …
Look for any unreasonable postures and movements
 Hand/Leg/Eye movements …
Look at how parts are placed and the location of start button
(No Searching, No Thinking, No Counting)
 Improvements
Determine whether the net time can be shortened, resolve the imbalances
Standard Work
29 GBE-KPO-2-006-00 Rev.06
Enhancing Production Capacity
Example (Before)
MANUAL AUTOMATED
worker processing machine processing
     
1 minute 1 minute
2 mins for completion
Standard Work
30 GBE-KPO-2-006-00 Rev.06
??
Enhancing Production Capacity
Example (After)
Rearrange Work
Sequence
     
Beginning of
automated 30 seconds
cycle change reduction
1 min 30 sec for completion
Standard Work
31 GBE-KPO-2-006-00 Rev.06
31
 To establish a worker’s Standard Work sequence, you must first observe and understand the current
process before doing any improvement.
 You need to understand:
 Takt Time
 Existing Layout
 Material Flow
 Information Flow
 People Flow
 Cycle Time
 Quality
 Ergonomics/Golf Score
 Safety
 7 Wastes
Standard Work
32 GBE-KPO-2-006-00 Rev.06
Example of Improvement Via Standard Work
Current Process ~ Material Flow
5 6 FG
1
3
2
Raw
4
Material WIP
Standard Work
33 GBE-KPO-2-006-00 Rev.06
Current Process ~ Operator Work Sequence (People Flow)

E
A
5 6 FG
1 C
3
D 2
4 B
Raw
Raw
Material
Material A B C D Workers
Standard Work
34 GBE-KPO-2-006-00 Rev.06
 The Bar Chart is a tool for displaying Manual Cycle Times (MCT) or the Operator Cycle Time (OCT) in
relationship to Takt Time.
 MCT or OCT can be determined using Standard Work Combination Sheet.
70" Takt Time = 57 sec

45"
30" 30" 35"
A B C D E
Sum of MCT 210
Operators required = = = 3.68 = 4
Takt Time 57
Standard Work
35 GBE-KPO-2-006-00 Rev.06
70" Takt Time = 57 sec

45"
30" 30" 35"
A B C D E
Takt Time = 57 sec
Initial Work
Balance 57" 57" 57"
39" Improvement
Focus
A B C D
Standard Work
36 GBE-KPO-2-006-00 Rev.06
Improved Material Flow
B A
3 2 1 Raw
Material
C D
4 5 6 FG
WIP
Standard Work
37 GBE-KPO-2-006-00 Rev.06
Standard Work Sequence is the order of actions that each worker must perform within a given
Takt Time.
B A
3 2 1 Raw
Material
C D
• Cycle Time Reduced
• Entire process within
FG
4 5 6 Takt time
• Low WIP
• Low Head Count
WIP
Standard Work
38 GBE-KPO-2-006-00 Rev.06
Tools for Standard Work
 Standard Work Sheet
3
Filling Out a Standard Work Sheet
Referring to the Standard Work Sheet diagram shown in slide 36.
Below are the steps to prepare the Standard Work.
1. Scope of Works: Fill in the first and last tasks on the Standard Work Sheet.
2. Draw a physical layout of the cell areas as defined on the Standard Work Sheet.
3. Equipment Layout: Draw the physical layout of the cell area, and indicate the machine
number. Reduce the size and distance between equipment to scale and draw them on
the sheet.
4. Order of Works: Number the works on the machine layout diagram in the order shown
on the Standard Work Sheet and connect the works with solid line. Show the return
from the last work to the first with a dotted line.
5. Standard WIP: Draw a ( ) to indicate Standard WIP at the machines (processes)
involved. Materials and finished products are not included.
Standard Work
40 GBE-KPO-2-006-00 Rev.06
6. Indicate the total Standard WIP for the cell in the indicated box.
7. Quality Checks: Draw a ( ◇ ) on each machine (process) requiring a quality check.
8. Safety Precautions: Draw a ( ) on each machine (process) requiring special caution.
9. Takt Time: In the lower right box, clearly show the Takt Time as calculated on the
Standard Work Combination Sheet.
10. Cycle Time: Fill in the Cycle Time when tasks proceed according to the established
sequence of works.
Standard Work
41 GBE-KPO-2-006-00 Rev.06
STANDARD WORK SHEET REVISION B
Process Name / Area ICT Doc. # ABC 1234 Doc. Rev # 6 Orginator Process QA
Ali John Bala
Operation Diagram No. Operation Sequence
Start
Walk to supermarket trolley (1)
1 Pick up board from 4-layer Supermarket trolley.
(3) (2) 2 Place on ICT 1.
4 Remove board from test in ICT 2.
1 2
6 Back to Supermarket trolley
3 2 1 7 7 Pick up board from 4-layer Supermarket trolley.
ICT 2 8 Place on ICT 2.
LR (1) Scope of Works
L R 9 Start Test process.
1 10 Return to original position (2) Physical layout
8 11 End (3) Equipment layout
4 (4) Order of Works
LR
9
(5) Standard WIP
5
(6) No. of WIP
(4) (7) Quality Check

2 6 (8) Safety Precaution
OUT
LR
(9) Takt Time
(7) (8) (5) (6) (9) (10)(10) Cycle Time

# of pieces Work Return to Right Hand Left Hand Both Hand TAKT time Cycle time
Quality Check Safety Precaution Standard WIP Operator #
of WIP Sequence Start Operation Operation Operation (sec) (sec)
6 R L LR 15 40 1
Standard Work
42 GBE-KPO-2-006-00 Rev.06
Standard Work Sheet (Example)
STANDARD WORK SHEET REVISION B
Process Name / Area ICT Doc. # ABC 1234 Doc. Rev # 6 Orginator Process QA
Ali John Bala
Operation Diagram No. Operation Sequence
Start
1 Pick up board from 4-layer Supermarket trolley.
2 Place on ICT 1.
4 Remove board from test in ICT 2.
1 2
6 Back to Supermarket trolley
3 2 1 7 7 Pick up board from 4-layer Supermarket trolley.
ICT 2 8 Place on ICT 2.
L R LR 9 Start Test process.
1 10 Return to original position
8 11 End
4
LR
9
2 6
OUT
LR
# of pieces Work Return to Right Hand Left Hand Both Hand TAKT time Cycle time
Quality Check Safety Precaution Standard WIP Operator #
of WIP Sequence Start Operation Operation Operation (sec) (sec)
6 R L LR 15 40 1
Standard Work
43 GBE-KPO-2-006-00 Rev.06
Tools for Standard Work
 Standard Work Combination Sheet
Filling Out a Standard Work Combination Sheet
(1) Time
MAN ・Manual work time Enter the time for human tasks.
AUTO ・Automatic machine time Enter the time for machine tasks.
WALK ・Walking time Enter the time it takes to move to the next station to pick up or
put down parts, tools, etc. Leave space blank if there is no
walking time.
TOTALS Enter totals of manual work and walking times at bottom.
(2) Working Time Enter total waiting time in space provided

Indicate manual work time by a solid line.
Indicate automatic machine time by a dotted line.
Indicate walking time by a solid waving line.
Indicate waiting time by a double line.
Standard Work
45 GBE-KPO-2-006-00 Rev.06
Filling Out a Standard Work Combination Sheet
(3) Work Sequence Fill in numbers indicating the sequence in which the operator
carries out works.
(4) Part Number Enter part number and part name.
(5) Process Enter process (line or cell) name.
(6) Date Prepared Enter date of sheet preparation or revision.
(7) Department Enter organization unit , department or the value stream of

process.
(8) Operator Number There should be one Standard Work Combination Sheet for
each operator. When the production of a given part involves
several operators, write the number of the current operator
here as follows:
Numerator
Denominator
Numerator = operator number
Denominator = total number of operators in process
Standard Work
46 GBE-KPO-2-006-00 Rev.06
Standard Work Combination Sheet (Example) (4)
(8) Part Number : 12345-67

OO Standard Work Combination Sheet
Control
(7) Production per hour : 90
Saferty Value Stream : Customer: Sony Takt Time : 40 sec
WIP Visual check U Cell : (5) Operator : 32292 Cycle Time : 40 sec
Symbol
Manu. Equip. Walk

Time Time Time 5 10 15 20 25 30 35 40 45 50 55 60 65 85 90 95 100 105
No.
Work element (S) (S) (s)

1 Pick up blank 2 (2)
O 2
2O M110 Unload/load/switch on 4 28
O 2
3O L210 Unload/load/switch on 5 29
O 2
4O D310 Unload/load/switch on 4 27
O 2
5O T42 Unload/load/switch on 3 12
O 2
6O Measure thread diameter 6
O 2
7O Put down finished piece 2
O Red line
(3) 8O Takt time
O
9O
O
10O
O (1)
11O
PO
12O
O
2
13O
0O
P
14OO
O
15O
O
16O
(6)
Standard Work
47 GBE-KPO-2-006-00 Rev.06
Tips for Filling Out Standard Work Combination Sheet
ITEM DESCRIPTION EXAMPLE

Returning to The following are examples of how to return to start
start while the automatic cycle is running: 0 T.T
• When the net task is ≦ Takt Time, return from the

Takt Time line to the start line while the machine is
running. T.T C.T
0
• When the net task is ＞ Takt Time, return from the
cycle time line to start line while the machine is running.
• When returning overlaps with manual task time,
select a new task combination because this one will not 0 T.T
work.
Waiting Waiting Time is included as follows: 0 T.T
• When net task time is ＜ Takt Time, waiting occurs

after returning to starting position when work volume is
low.
0 T.T
• When waiting occurs during a work, waiting occurs C
when manual task time and automatic run time overlap,
as in C, above.
Standard Work
48 GBE-KPO-2-006-00 Rev.06

Tasks performed Works carried out while walking are shown as follows:
while walking
• Switch activation (NAGARA SWITCH) The
operator activates a switch while walking between
processes. Indicate by drawing a circle over the wavy
line.
• Assembling while walking The
operator may assemble or inspect parts as she holds it
while walking between processes. Draw a solid line
(indicating the task line) across the wavy line. In this
instance, record the task time in brackets and do not
indicate it in the total time.
Synchronized Two or more machines are started by the same switch:

starts
• Draw a parallel dotted lines starting at the same point
while the switch is activated.
Standard Work
49 GBE-KPO-2-006-00 Rev.06

Backtracking Options that return to a previous process
works
• Go back and enter this in the original work sequence
column. Work sequence numbers and times should be
recorded separately. Also write in sequence descriptions
of the works if they are different.
Manual works Manual tasks performed while the machine is engaged

during in continuous automatic processing (washer, dry
continuous furniture, multi-spindle machines)
processing
• Write in manual portions with solid lines.
Shared works Tasks that require two or more people

• Write “shared” in the DESCRIPTION OF work column
“Shared with B”
“shared” for tasks such as transporting or loading large
objects. Do kaizen so the job can be done by only one
person.
Standard Work
50 GBE-KPO-2-006-00 Rev.06

①
Works at the When the operator performs multiple tasks without ②
③
same location walking ④
⑤
• Break down the tasks in as much detail as possible and

describe each one. Assume zero walking time and draw Or
the line like steps. Summarize and record the
①②③④⑤
information as shown at the right.
Standard Work
51 GBE-KPO-2-006-00 Rev.06
Standard Work Combination Sheet (Example)
O Standard Work Combination Sheet

Saferty Control Value Stream : Customer: Sony
WIP Visual check U Cell : Operator : 32292
Symbol
Manu. Equip. Walk

Time Time Time 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85
No.
Work element (S) (S) (s)

2 Walking
1 Pick up raw material End of process waiting
Time
O 3
5 65
2 D148 Unload/load/switch on
3 Return to previous process
3 D101 (2X3 micron holes) 3 6
6 Unload/load 3 6
Two tasks at the
4 OD102 (2X4 micron holes) 3 7 same location
7 Unload/load/ switch on 3 7
3
5 OD149 (2XM5 taps) 5 15
8 Unload/load/ switch on 5 15 3
O (1) 3
9 Pick up depth gauge
6
10 Measure the hole dept
O 2 Work done while

5 45
11 Z410 Unload/load/switch on walking
2
2
12 Put finished product in the box
O 3
Automatic run
O time turns back
P
Standard Work
52 2
GBE-KPO-2-006-00 Rev.06
0
Standard Work in Office
53
Standard Work In Office
What is Standard Work In Office?

Standard Work in Office is the key enabler for kaizen sustenance. It defines and documents the
most effective method to accomplish a task and hence ensures that these “Best Practices” are not
lost over time and are available to set standard for all employees (new and old) to live by.
Taiichi Ohno echoed, “Where there is no standard, there can be no Kaizen”. Office business
processes have a series of tight rules and regulations that need to be complied. Standard Work
established at Office will improve conformance to Rules and Regulations and making them easy to
follow consistently. It will speed up turn-around time and smoother reporting of any required
documentation including regulatory ones.
Standard Work
54 GBE-KPO-2-006-00 Rev.06
Standard Work
55 GBE-KPO-2-006-00 Rev.06
Conclusion
 Standard work is indeed achievable in an office environment.

 The incremental benefits can even exceed those experienced in manufacturing and supply chain
as there tend to be little or no standard work in office currently.
 All that is required is the willingness to apply this tool/method. When applied holistically it will
deliver improved efficiency, costs savings, simplifies processes, improved customer response
and keeps knowledge in the Organization – all procedures will be properly documented and
many automated.
Standard Work
56 GBE-KPO-2-006-00 Rev.06
Case Study - Production Office: Zhuhai Huawei Production Line
Paperless Factory Initiative
Before After
1. Reduce lead time,

Too many motions and
2. Reduce motion
repeatable processes.
3. Reduce paper usage
Process lead time is too long
4. Approval process
Travel 2.3KM to get a form signed
also being enhanced
and approved
Standard Work
57 GBE-KPO-2-006-00 Rev.06
Case Study – HR: Suzhou - Payroll Process Improvement
Improve On Time Salary Payment
The improved processes has enabled HR team to complete payroll process within 36 hours.
Standard Work for critical processes such as Compensation and Benefit and attendance approval
process was developed.
Standard Work
58 GBE-KPO-2-006-00 Rev.06
Case Study – IT : Suzhou - ITSS ETE Service Level Improvement
Establish real-time monitoring to improve service lead time and CSI
Standard Work is created to provide guidelines to IT personnel and to standardize IT Help desk
processes.
Standard Work
59 GBE-KPO-2-006-00 Rev.06
Case Study– PM: Fuyong FOL (Forecast Online) Revenue Accuracy
Internal FOL Process – Revenue Accuracy Improvement to FOL Commit
To sustain the improved process, Standard Work supported by procedure was created to define
and enforce the new processes.
Standard Work
60 GBE-KPO-2-006-00 Rev.06
Review of Standard Work
6
Review of Standard Work
 Standard Work is the starting point for shop floor Kaizen, without standards there is no Kaizen.
“Where there is no standard, there can be no Kaizen” – Taiichi Ohno
 Human should always be working at Takt Time.

 Standard Work is not carved on stone. It is continuously revised based on Kaizen and changes in
production volume.
Standard Work
62 GBE-KPO-2-006-00 Rev.06
Quiz Questions
6
Quiz Questions
Q1 What is Standard Work?
Q2 What are the elements of the Standard Work?
Q3 What is the formula to calculate Takt Time?
Q4 Why Standard Work is important?
Q5 What are the benefits of Standard Work?
Q6 What are the 5 major rules of Gemba Management?
Q7 To establish a worker’s Standard Work sequence, what is the first thing that you must
do?
Q8 What is Standard Work Sheet?
Q9 What is Standard Work Combination Sheet?
Q10 The number of Standard Work Combination Sheet should based on?
Standard Work
64 GBE-KPO-2-006-00 Rev.06
Thank you
For further information, please visit :

http://intranet.flextronics.com/gbe/default.aspx
COMPANY CONFIDENTIAL Printed copies are uncontrolled copies.

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Standard Work

CONFIDENTIAL Document Number : GBE-KPO-2-006-00

Revision Description of Change Writer/Reviser Effective Date

COMPANYStandard Work Printed copies are uncontrolled copies.

 3 Types of Standard Works 5

 Elements of Standard Work 8

 Why Standard Work is Important? 21

 Benefits of Standard Work 23

 Improvement via Standard Work 27

 Tools for Standard Work

 Standard Work Sheet 39

 Standard Work Combination Sheet 44

 Standard work in Office 53

 Review of Standard Work 61

To understand the elements and benefits of Standard Work.

• The heartbeat of the business.

Available Time: Total amount of TIME allocated for production

Net Operating Shift: 9.5 hours @ 60 mins/hour = 570

Net Operating Time per Shift 480

Customer Monthly requirements (units) 9,600

Units per Day 480

Net Operating Time / Period

480 mins/day x 60 sec

Net Operating Shift: 9.5 hours @ 60 mins/hour = 570

Net Operating Time per Shift

Customer Monthly requirements (units) 19,200

Units per Day 960

480 mins/day x 60 sec

Net Operating Shift: 8 hours @ 60 mins/hour = 480

Net Operating Time per Shift 390

Customer Monthly requirements (units) 9,600

Units per Day 480

Units/Shift 480 ÷ 3 = 160

390 mins/shift x 60 sec

The order of works in which a worker places parts on a machine or in an assembly.

worker processing machine processing

The Same Thing, The Same Way, Every Time

Please refer to below diagram.

Exercise 1 – Please indicate the location of Standard WIP in this process.

STANDARD WORK SHEET

Torch Burn In Process

Exercise 2 – What is the Standard WIP quantity at the Oven?

Operation Diagram No. Operation Seq

Exercise 3 – What is the total WIP in the entire process?

Standard WIP = 2 + 5 = 7 units STANDARD WORK SHEET

WIP = Standard WIP Model

Operation Diagram No. Operation Se

 Standard processes produce predictable results and predictable Cycle Time

1. Easier and Safer Method

7. Foundation for Training

8. Base for Audit Process

9. Provide a mean for preventing recurrence of errors and minimize variability

Workload Leveling Time

To improve, you need only 12 seconds reduction Workload

Enhancing Production Capacity

worker processing machine processing

2 mins for completion

Enhancing Production Capacity

Current Process ~ Material Flow

Current Process ~ Operator Work Sequence (People Flow)

70" Takt Time = 57 sec

70" Takt Time = 57 sec

Improved Material Flow