I am an engineer for a manufacturing process that is in it's infancy of lean implementation. We are currently working on work standardization (among other things). In one particular process we have 24 machines set up in 4 banks of machines (6 presses per bank) and each press produces parts at 350 parts/min. So our cycle time is under 2 seconds. This is great but for any given part produced the standardized work could be split up into the single step of 1) watch the press.

This is obviously not the operators primary duty.

Most examples of standardized work center around all the steps from the beginning of one part to the beginning of the next and that doesn't really work for us. We have standardized a larger unit for the kanbans supplying from each bank of machines but the work done in order to make each unit is very rarely consistent. The primary responsibilities of the operators are to keep the brass rolls supplied, gage components for SPC, remove and replace bad tooling, and cleaning (5S).

I'm just wondering if anyone has any experience standardizing a process like this. I'd appreciate any input.

Most examples of standardized work center around all the steps from the beginning of one part to the beginning of the next and that doesn't really work for us.


Don't get wrapped up with what other people are doing. If they don't have the same process as you, of course their "standardized work" would be different.


We have standardized a larger unit for the kanbans supplying from each bank of machines but the work done in order to make each unit is very rarely consistent. The primary responsibilities of the operators are to keep the brass rolls supplied, gage components for SPC, remove and replace bad tooling, and cleaning (5S).



You've answered some of your own questions as far as tasks that must be performed. You could also take a look at standardizing the set-up of the machines/equipment if that hasn't been done already. Include the method to supply material to the machine.

Other components of the work instructions could include the sequence in which the machines are started for specific jobs. Maybe it's as simple as machine 1 - 2 - 3 -4, but for another product it could be 2 - 3 - 1 - 4.

How about basic maintenance activities that can be performed by the operator such as ensuring the oil reservoirs are at an acceptable level.

If you want a few good references, check out:

The New Standardization (http://www.amazon.com/gp/product/1563270390/sr=1-1/qid=1153825349/ref=sr_1_1/102-4608418-4285711?ie=UTF8&s=books) and Standard Work for the Shopfloor (http://www.productivitypress.com/productdetails.cfm?PC=183)

Wayne

I suspect that each machine runs more than one part.

If this is the case, then you need to include your change overtime into your takt-time. (Number of change-overs/day X change over time).

It may also help to separate your cyclic time from your non-cyclic. (those items that can be done in a cyclical maner, set up machine, run part, measure part, clean from last set-up, set-up visuals for next run, etc, from those that are not done in a cyclical, checking oil levels, pressure levels, adding oils, etc.

In this way you can establish a sequence of steps that must always be followed (standardized work), as well as those things that should be done periodically. This will help you to calculate the total amount of manpower required based on the number of machines in each cell.

Hope this helps

I would suggest you set-up those operators on a Kamishibia route. Where they are doing quality checks and load parts on the various presses on a route, vs tied to one piece. Then you can develop the Standard work around these activities.

Whoa....Kamishibia? Whole new Japanese word I've never heard of (I think I'll be fluent in a year or two :cool: ). Please explain a little better if possible. I'll look it up though. Thanks for the suggestion.

Looks like it's "kamishibai"... If anyone else is looking this up.

Kamishibia is some sort of story....Little confused for a sec there.