Standardized work is one of the most powerful but least used lean tools. By documenting the current best practice, standardized work forms the baseline for kaizen or continuous improvement. As the standard is improved, the new standard becomes the baseline for further improvements, and so on. Improving standardized work is a never-ending process.

Basically, standardized work consists of three elements:

• Takt time, which is the rate at which products must be made in a process to meet customer demand.
• The precise work sequence in which an operator performs tasks within Takt time.
• The standard inventory, including units in machines, required to keep the process operating smoothly.

Establishing standardized work relies on collecting and recording data on a few forms. These forms are used by engineers and front-line supervisors to design the process and by operators to make improvements in their own jobs. In this workshop, you'll learn how to use these forms and why it will be difficult to make your lean implementations “stick” without standardized work.

Benefits:
The benefits of standardized work include documentation of the current process for all shifts, reductions in variability, easier training of new operators, reductions in injuries and strain, and a baseline for improvement activities.

Standardizing the work adds discipline to the culture, an element that is frequently neglected but essential for lean to take root. Standardized work is also a learning tool that supports audits, promotes problem solving, and involves team members in developing poka-yokes.

This workshop is based on a “hear-see-do” format, so you'll learn the key concepts through instruction, discussion, simulation, and small-group exercise.

Upon completion of this interactive simulation, participants will learn:

• Standardized work basic concepts and examples from various industries.
• The difference between work standardization and standardized work.
• The three elements of standardized work (Takt time, work sequence, standard in-process inventory).
• The three documents for establishing standardized work (production capacity sheet, combination table, work chart).
• The three requirements for standardized work (work, equipment and line, quality)
• Standardization techniques: poka-yoke, visual management, SWIS, checking and auditing.
• How to choose the standardization techniques suitable for your environment so that you can effectively ensure your process is consistent and your results are predictable.
• The Toyota approach to kaizen.
• How to observe work before you standardize it.

Marek is a Manufacturing Consultant specializing in improving overall operational efficiencies through the effective implementation of Lean Manufacturing - Toyota Production System.

Marek’s initial knowledge and expertise of Lean Manufacturing tools, methodologies and practices comes from working for Toyota Motor Manufacturing in Cambridge, Ontario. He was hired by Toyota in 1987 as the Education and Training manager. He was one of the first Canadians hired by TMMC. He was a member of the Management Team responsible for recruiting of Team Members, training, development of the Organization and start-up and ongoing operation of production activities. In 1994 Marek entered the field of consulting. Since then he has worked with numerous manufacturing plants in North America and Europe where he has a proven track record of successful implementation of Lean Manufacturing. His clients include companies specializing in automotive products, furniture, consumer goods and packaging, personal computers, appliances, electronics and medical equipment.

In his work he has proven that Lean is not a trend or a movement. Lean is a collection of tools, methodologies, techniques and processes, that when implemented correctly and in the right sequence, will generate measurable results, help companies reduce costs and improve overall operational efficiency. Any company venturing into a Lean Journey must consider not only changes to their manufacturing and material management practices, but also a review and modifications to their organizational structure. As a part of his experience in implementing Lean Marek also emphasizes the organizational development and training process to achieve the business objectives and benefits that are requisite of the above improvement processes.