When many companies implement lean production, the 5S work that has been done in the early stage gradually returns to the original point when other tools are further promoted, which leads to great difficulties when further implementing other lean production tools. Difficulties eventually led to the failure of implementing lean production. Why is this?
-1-
What is standardized work?
Standardized operation is an intensive operation method that rationally combines materials, equipment, people and other production factors for more efficient production.
Under standardized operating conditions, there is less on-site waste, and the machine and material technical conditions are organically combined. At the same time, the on-site self-management, the team leader formulates standardized production technical conditions and forms and trains employees to implement them. The implementation continues to improve, so the standardized operating conditions are also constantly optimization.
Now the more popular Toyota standardized work content consists of three elements and four important forms.
Standard work and work standards are completely different.
The so-called operating standards are various technical standards stipulated for standardized operations, such as temperature, time, pressure, etc. during processing, such as the type, shape, material, size, cutting conditions, cutting fluid, etc. of the tool. standard.
In order to produce the specified quality, the economic conditions on the work are taken as the standard.
Standardized work is also completely different from standardized work.
The purpose of standardized operations is to make the production process reasonable, orderly, controllable, and effective, and to minimize waste. Of course, many forms will be generated, and many visual management methods will be applied. However, forms and visual Management is just a means.
But the so-called standardization refers to some enterprises or departments that do not promote Lean very thoroughly. They only use the form format of standardized operations in the promotion, but do not follow the real standardized operations, such as inaccurate measurement time and no cellization of processes. , waste not resolved, improvement promotion is slow, and form content is not updated in time, etc., are all phenomena that standardized operations cannot effectively guide production. Here we only focus on forms, which we call standardization.
-2-
Standardized operation role and responsible person
1. Standardization is the basis for improvement, without standardization there will be no improvement.
In lean production, the job is to pursue continuous improvement. Without standardization, production will be unstable. The efficiency, quality, and fatigue of today and yesterday are different. There is no basis for improvement, and improvement is impossible to talk about. Therefore, Standardization is the basis for improvement.
That's why Toyota people say, "The first step of improvement is standardization, without standards there will be no improvement."
2. Standardized operations are the basis of on-site management.
For example, if there is no standardization of work on site, those who have spare time may slow down their work or take the initiative to do some extra work because they are bored or worried that they will be transferred from this valuable vacant position after being discovered by the supervisor. Such as handling, cleaning, etc., which will greatly cover up the real on-site problems and disturb the technical/management personnel's understanding of the on-site situation, so that the real problems cannot be solved.
At this time, the correct approach is: carry out the standard work as it is, and wait on the spot or report to the supervisor when the work is finished, so that the problem can be exposed and solved as soon as possible.
3. Standardized operations can make operations stable, reduce process variation, and reduce work-related injuries, especially in the training of new employees.
Generally, in European and American-style companies, standard work is performed by a third-party technician using the IE method to perform work measurement and based on the results.
In Toyota, the most prominent feature of standardized work is that it is developed by the field (management) personnel who perform the work.
Specifically, because the team leader understands and is familiar with the operations in his own process better than others, the content of standardized operations is mainly determined by the team leader. document.
In addition, the setting of standard work is the on-site supervisor, and maintenance and modification are also their responsibilities.
At the same time, standard work is not a fixed thing. According to the idea of improving the origin, when various conditions on the site change, they will be revised.
That is, only by changing the standard work can improvement be carried out.
—3—
Prerequisites for standardized work
1. To implement standard operations, first of all, the operation itself must reach a stable state, otherwise even if it is temporarily standardized, it will not be effectively implemented in practice.
2. The premise of standard operation is the Cell production method, which includes multi-functional work and walking operation. It establishes people-centered, eliminates waste, and only concentrates on real work. It can repeat the sequence of operations under the same conditions, and at the same time , mechanical configuration, etc. are also in line with the above-mentioned modes.
As we will see below, the standardized operation mentioned by Toyota is not like the standardized operation in our company - there are operation steps, time, incoming materials, and operation precautions. It is based on Cell, multi-functional operation, and walking operation. If you understand this point, you will not be able to understand the essential tools of standardized work mentioned below—three elements and four tables.
picture
—4—
Elements of standardized work
1. Takt time refers to the manufacturing speed of a production process that can meet the needs of customers.
2. Operation sequence, the operation sequence refers to the process of changing from raw materials to finished products when the operator processes the goods. It includes transportation of goods, installation and disassembly of equipment, etc. This is the sequence of operations carried out with the flow of time. It does not refer to the order in which the product flows.
3. Standard hand-held, in order to carry out the operation smoothly, the necessary semi-finished products in the process also include the products installed on the machine. This amount changes with the different equipment configuration methods and the different operation sequence methods. There is no semi-finished product anywhere. invalid.
Generally speaking, even with the same machine configuration, if the work is carried out in the order of the processing steps, only the things required for the machine installation are enough, and there will be no inventory between the steps.
However, if the work is carried out in the reverse order of the progress process, it is necessary to have a holding quantity for each product manufactured between each process (when two are installed, it is every two).
