What does standard mean? Recommend a brief discussion on lean standardization work Standard Work

php Xiaobian Yuzai today introduces "Standard Work" to everyone. This word is common in the industrial field and means standardized work. Standardized work is a lean production tool designed to improve efficiency and quality by optimizing work processes and operating steps. This article will briefly discuss the significance of standardization work and recommended implementation methods to help readers better understand and apply this concept.

With the rise and rapid development of China's manufacturing industry at the end of the last century, standard work in all aspects of enterprise operations has received more and more attention and has become a very important foundation for promoting lean transformation of enterprises.

## 1. What is Standard Work (Standard Work)

Standard work is a tool used to establish a recordable and repeatable task process, which allows the most effective combination of resources based on the frequency of customer needs. From the definition of lean standard work, we can see that first of all, not all work tasks or work processes can be standardized. The premise for establishing standardization is that a certain work task or process must be repeatable, that is to say, making a process It is exactly the same as the process of making 10,000 units. It is repeatable and replicable to establish standardized work. At the same time, it must be carried out according to the frequency of customer needs. This frequency of customer needs is a very important concept in the lean system - takt (Takt Time). According to this Standard work already has two necessary conditions. Then make the most effective combination of resources. The resources mentioned here include people, machines and materials, so that the most effective combination of these resources can make the output products or services more efficient, lower cost and better quality.

In standardization work, waste is continuously eliminated in the work process. Through on-site autonomous management, grassroots managers formulate standardized work and standard output documents and train employees to implement them. The implementation is continuously improved, so standardized operations are also constantly optimized.

Standard work and work standards are often confused. The so-called work standards are various process standards stipulated for standardized work, such as temperature, time, pressure, etc. during processing, such as tool type, shape, material, size, cutting conditions, cutting fluid, etc. This is the process standard. In order to produce quality that meets specification requirements, basic operating conditions are used as work standards, which is known as the Standard Operating Instructions (SOP).

The purpose of standardization work is to make the production process reasonable, orderly, controllable, and effective, and to reduce waste to a minimum. For some enterprises or departments that have not thoroughly promoted standardization, only standardized operations are used in the promotion. For example, the measurement time is inaccurate, the process is not flow-unitized, waste is not eliminated, improvement and maintenance are poor, and the file content is not updated in a timely manner, etc., these are the reasons why standardized operations cannot effectively guide production. Phenomenon.

2. The role and responsibility of standardization work

1. Standardization is the basis for improvement. Without standardization, improvement cannot be carried out. In lean production, we pursue the continuous elimination of waste in the process. Without standardization, the production process will be unstable. The efficiency, quality, and personnel operation conditions will be different between today and yesterday. The foundation for improvement cannot be established, and improvement is impossible. So standardization is the basis for improvement. Therefore, Toyota TPS mentions, "The first step to improvement is standardization. Without standardization, there will be no improvement."

2. Standardized work is the basis of on-site management. For example, if the work process at a site is not standardized, then people whose work load is not saturated may be bored or worry about being transferred from this valuable idle position after being discovered by the supervisor. They may slow down the work speed and may take the initiative to do some extra things. , such as transportation, cleaning, etc., which will greatly conceal the real on-site problems and disrupt the technical/managerial staff's understanding of the on-site conditions, thus preventing the real problems from being solved. So the correct approach is to resolutely implement standard operations so that problems can be exposed as soon as possible and drive the management team to allocate resources to solve the problem.

3. Standardized work can stabilize the operating process, reduce process variability, and reduce fluctuations and interference. The effect is particularly obvious in the training of new employees. Generally speaking, in European and American-style companies, standard work is performed by technicians as a third party using IE methods to measure the work and complete it based on the results. At Toyota, the most prominent feature of standardized work is that it is formulated by the on-site (management) personnel who perform the work. Specifically, because the team leader understands and is familiar with the operations within his own process better than others, the content of standardized operations is mainly formulated by the team leader. It can also be said that the standard operations are formulated by the on-site team leader on the basis of understanding the actual objects on the ground. document.

Standard operations are formulated by on-site managers, and it is also their responsibility to maintain and update the results of standard operations. At the same time, standard work is not fixed. When various conditions on site change, standard work needs to be updated in time.

3. Prerequisites for standardization work

To implement standardization work, the first step is to achieve a stable state in the operation process itself, otherwise even if Even if it is temporarily standardized, the actual effect will not be good. The premise of standard operations is the unit production method, which includes multi-functional operations and mobile operations. It is people-centered, eliminates waste, and only concentrates on truly valuable work. The sequence of operations can be repeated under the same conditions. Time, fixture configuration, etc. also conform to the above pattern. As we will see below, the standardized operations mentioned by Toyota are not like the standardized operations in our company - there are operation steps, time, incoming materials, and operation precautions. It is based on unitization, multi-functional operations, and flow production. If you don’t understand the logic, you won’t be able to understand the core of standardized operations mentioned below: the three major elements.

IV. The three major elements of standardization work

##The three major elements of standardization work

Takt time refers to the takt speed of a production process that can meet customer needs. Operation sequence refers to the process of changing the order from raw materials to finished products when the operator processes the product. It includes product transfer, processing on the equipment, uploading and downloading, etc. This is the sequence of operations that follows the flow of time, not Refers to the sequence of product flow. Standard work-in-progress WIP (also known as standard holding quantity), in order to carry out operations smoothly, semi-finished products necessary in the process, including products installed on the machine, this quantity changes with different equipment configuration methods and different operation sequence methods. There is no work in progress anywhere.

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