Standard Operating Procedure for Drawing Letters M and W

SOP
Standard operating procedure
1
Agenda
Introduction to SOP
The Happy Pig
Tool in SOP
Example
Assignment: Make a SOP for assembling the Lego minifigur
2
Little about me
Jacob Steendahl Nielsen

– Associate professor at Aarhus Universitet
– Associate professor at Aalborg Universitet
– Consulting in operation management
– Ph.D i operation management og Cand Merc i organisation og strategi.
• jacob@howbiz.dk
• (45) 31 10 90 00
3
What is a Standardised Work?
DEFINITION: “ STANDARDISED WORK IS CENTRED AROUND HUMAN

MOVEMENTS, OUTLINING EFFICIENT, SAFE WORKING
METHODS THAT ELIMINATE WASTE, WHILST
ENSURING PROPER USE OF EQUIPMENT AND TOOLING”
Productivity Model
4
Principle:
TRAINABLE
REPEATABLE
CONTROLLABLE
MEASURABLE
OBSERVABLE
IMPROVEABLE
SW Model
5
How can
McDonald's
make the same
big mac all over
the World?
6
Benefits of Standardised Work:
When implemented, the impact of standard operations MUST be recognised in performance:
Safety – accident reduction

Right first time – concessions down
Lead time
Efficiency – Man hrs / product
Additional Points:
Standardised Work defines the direct responsibility of the worker. The document provides the foundation
for the identification / elimination of waste, and is therefore a key component of continuous improvement
– KAIZEN.
7
The happy Pig
8
EXERCISE - STANDARD PIG !
• To identify why we use Standardised Work.
• Take a blank sheet of paper.

• Draw a pig.
• Post the pigs on the wall.
• Discuss
9
EXERCISE - STANDARD PIG !
DOWNWARD
UPWARD ARC
ARC
1 2 3
Intersection
4 5 6
RIGHTWARD
7 8 9 ARC
LEFTWARD
ARC
SPIRAL
10
1 2 3
4 5 6
7 8 9
11
Standardised Work Sheet
WORK DESCRIPTION Draw M
ELEMENT No WESP-001 TIME GSPAS PROCESS NO
PROTECTION TORQUE WORK AREA SIGN OFF

REF No TEAM LEADER
1. Safety shoes
2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
4. Hard Hat. SUPERVISOR
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug. PROD ENG
8. Wrist. 7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
No WORK STEP KEY POINTS & REASONS
1 Pick up pencil
2 Using left or right hand put pencil in area 1 and 2 of graph paper Look at shaded area for position to place point of pencil
3 At the lower intersection of 1 and 2 draw a letter M Centre of letter M to be at the point of cross section(See diagram)
Hold pencil firmly
1 2
Centre of M at intersection
No PART NUMBER PART DESCRIPTION Quantity
12
WORK DESCRIPTION Draw W

1. Safety shoes REF No
2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
1 Take tip of pencil to area 8 and 9
2 At the upper intersection of 8 and 9 draw the letter W Centre of letter W to be at the point of cross section(See diagram)
Hold pencil firmly
8 9
Centre of W at intersection
13
WORK DESCRIPTION Draw W

2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
1 Take tip of pencil to area 7 and 8
2 At the upper intersection of 7 and 8 draw the letter W Centre of letter W to be at the point of cross section(See diagram)
Hold pencil firmly
7 8
Centre of W at intersection
14
WORK DESCRIPTION Draw Arc

2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
1 Take tip of pencil to area 2
2 From right hand side of M draw arc to lower intersection of 2 and 3 See diagram for position of arc
Hold pencil firmly
1 2 3
End of Arc at intersection

Start of Arc at right of M
15

2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
2 From upper intersection of 5 and 6 draw arc to upper right hand side
See diagram for position of arc
of W Hold pencil firmly
5 6
Start of Arc at intersection of 5 and 6
8 9 End of Arc at upper right of W
16
PROTECTION SIGN OFF

TORQUE WORK AREA
2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
2 Draw arc joining the two W’s together See diagram for position of arc
Hold pencil firmly
7 8 9
Start of Arc at right of W
End of Arc joining right W
17
WORK DESCRIPTION Draw a 10mm circle

2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
2 Draw a circle approximately 10mm in diameter at centre of area 4 See diagram for position of circle
Hold pencil firmly
4 5
18
WORK DESCRIPTION Draw a line

2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
2 Draw a straight line from base of circle to start of W See diagram for start and end of line
Hold pencil firmly
4 5 6
Start position of line
End position of line 7 8 9

19

1. Safety shoes REF No GROUP LEADER
2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
2 Draw a straight line from top of circle to start of M See diagram for start and end of line
Hold pencil firmly
1 2 3
4 5 6
20
WORK DESCRIPTION Draw two circles

2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
2 Draw two small circles 5mm apart in the 10mm circle See diagram for position of the circles
Hold pencil firmly
1 2 3
Two circles 5mm apart
4 5 6
21

2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
2 Draw a straight line from the middle of the bottom line towards the See diagram for start and end of line
middle approx. 15mm long Hold pencil firmly
1 2 3
Start of line
4 5 6
22
WORK DESCRIPTION Draw a circle

2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
2 Draw a circle approx.. 4mm in diameter just below upper intersectionSee diagram for position of circle
of area 4 and 5 Hold pencil firmly
1 2 3
4 5 6
23
WORK DESCRIPTION Draw Tail

2. Glasses
3. Mask.
Rank Target Tol
1 2 3
J Bloggs
5. Cap.
6. Gloves
HB Pencil
TOOL 4 5 6
J Smith
7. Ear Plug.
8. Wrist. PROD ENG
7 8 9
9. Arm Cover SOCKET

I Jones
Issue Date
1 Take tip of pencil to lower intersection of area 2 and 3
2 From lower intersection of area 2 and 3 draw a spiral See diagram for position of spiral
approx.. 10mm long Hold pencil firmly
1 2 3
24
Without standardisation there will
be no continuous improvement
25
WHAT MAKES A STANDARDISED WORK SYSTEM .
STATIC
•STANDARDISED WORK CHART. DYNAMIC
•WORK ELEMENT SHEET

•YAMAZUMI BOARD ( Line Balance Board )
A method of allowing the work groups to document a

standard for performing their tasks , centred around
human movement , in a manner that will provide for
continuous improvement through the elimination of waste.
26
Documentation – Standardised Work
Definition:
“Establishing and documenting the best working sequence for a process, to ensure the
workers safety, the products quality as well as the process’s efficiency”
Who Should Use and why?:

The SW sheet is a tool to enable the work groups to take control of their own working practices. It
supports the application of best practice, with all relevant parties sharing skills and knacks, and helps
protect the customer by improving the quality of the product.
It also provides an invaluable training tool for new members.
No Issue Date PUM ME Location Sheet…..of…..

Standard Operation Sheet
Key Elements: Operation
WP Operator/HR
Title of Operation
Dept.
PEGS Ref Prepared by:
TL
Date:
Authorisation
TL PUM ME
The process details No Main Steps No Operating Description

Check current issue of PEGS before use
Q S E Key Points Time
Process Issue No
Explanation / Examples / Diagrams
The working sequence broken down into elements

The agreed element times
The classification of work
A diagram to show movement around the product
Sign off from the team responsible for following the standard
P.P.E. Jigs/Tools (As per PEGS): Required Checks: Training Comments:

Deficiences/Dam age to be reported to TL
27
STANDARDISED WORK CHART
• Work Group generated.

• Visually shows the activities of a person carrying out their cycle of work.
• Shows their movement in relation to their work station and process steps.
• Highlights Safety and Quality Key Points at Process Step.
• Identifies Waste - Motion, Inventory, and Overproduction.
• Documentation for Process Confirmation.
• Documentation for Process Training
• Problem solving tool.
28
Standardised Takt Time Cycle Time Standard In-Process Stock Quality Check Safety G/L Sup’v P. Eng.
z Work Chart 2 3 In-Process Stock 10
Process Sheet Zone Issue Date 6 Model
1 of 7 8 9 Type
11
Name 4 5
Time
Work Element W.E.S.
No. Description No. Manual Auto Walk
12 13 14 16 15 18
17
Keypoints Totals
19
29
Std Work Chart.ppt
STANDARDISED WORK CHART
1.Process Name - eg Front Structure Tool 5 L/H. 10.Authorisation - G/L & Supv as Leaders of
process. Eng as Tech content.
2.Takt Time - Operational Time / Volume 11.Model Type - eg X200 Sun Roof
3.Cycle Time - Actual time taken per cycle 12.Work Sequence - Work sequence number
4.Zone - Name of zone process is in. 13.Work element - Description of Work step
description
5.Issue Date - Original issue date. 14.WES No - WES ref number
6.SIPS Quantity - Total number of SIPS needed 15.Auto Time - Auto cycle time (secs )
7.SIPS - Standard In Process Stock symbol 16.Manual Time - Man operation time ( secs )
8.Quality Check - Quality Check symbol 17.Walk Time - Walk time between steps.
9.Safety Point - Safety Key Point symbol. 18.Layout - Equip layout showing each
work step.
19.Key Points - Key point of any element.
30
Standardised Takt Time Cycle Time Standard In-Process Stock Quality Check Safety G/L Sup’v P. Eng.
z Work Chart 157 141 In-Process Stock
0
Process Sheet Zone Issue Date Model
Name Tool 2 LH 1 of 1 2 23-5-99 Type X200
Time
Work Element W.E.S.
No. Description No. Manual Auto Walk
1 .Obtain Frt & Rr Members. FF31 6 2

2 Load Frt & Rr Members 6
3 2 Auto Line
Obtain Ext Panel 5
4 Load in Jig , Check for Flatness 2
10
5 Clamp 1
3 1 12
6 Obtain Weld Gun FF32 5
7 Weld x 16 spots 48 3
8 Return gun 3
5 1 11
9 Unclamp FF33 3
10 Unload Panel 1
5
11 Load on Sealer Table & Apply x FF71 17 2
3 Orbseal strips, Unload 2
12 Load to Autoline & Index FF72 5
Return 3
2 4 7
Jig
10
8
6
5 9 PB
1
Extension
Keypoints Totals 118 23 Panel
4 Check for Flatness 3
X - Members
X - Members
Stillage
1 Sharp Edges, Care Handling
3.10.&11
5 Ensure Nut probes retract
11 Final Insp Welds & Sealer
31
Std Work Chart.ppt
Originator John Collings
Department Flashings Demand Per Hour 321 Qty. Prod. Per Cycle 33,00 SV Approval Ian Blackadder
Process Pallet Process Takt Time (s) 11,23 Time Per Unit (s) 11,09 Risk Assessed Approved
Component EDZ Flashing Total Cycle Time (s) 366 Cycles Reqd. 9,71 Issue Date 24/05/2004
Sizes All Sizes Time To Meet Demand 59,25 Reference No. AFL - 002 - 01
No. Work Element (Description) Key Point Symbol VA NVA Walk
1 Collect and prepare pallet 30 1 2

2 Label 12 x EDZ Cartons using standard process 1 box labelled every 6 secs. 72
Place EDZ Flashings onto pallet using standard Move pallets when 10 are
3 30
process. stacked.
Place EDZ Flashings onto pallet using standard Move pallets when 10 are
5 30
process. stacked.
3 Repeat steps 2
7
Place EDZ Flashings onto pallet using standard
process.
Move pallets when 10 are
stacked.
30 and 3 until
8
Secure pallet with rope and move to forklift drop off
zone.
30 pallet is
complete.
8
Totals
216 150 0
Total Cycle
Time
366
Prodn Per
Cycle
33
Protective SC
Visor Ear protection Safety Shoes Quality Check Safety Critical
Clothing
Safety Helmet Safety Glasses Dust mask Gloves Safety Check Knack Point
32
33
WORK ELEMENT SHEET
WORK DESCRIPTION
ELEMENT No TIME GSPAS PROCESS NO

2. Glasses Rank Target Tol R1 R2 R3 R4
3. Mask.
4. Hard Hat. C1 C2 C3 C4 SUPERVISOR
5. Cap. TOOL
6. Gloves L1 L2 L3 L4
7. Ear Plug.
8. Wrist. PROD ENG
9. Arm Cover SOCKET
S1
Issue Date
34
WORK ELEMENT SHEET 1
2 3 4
WORK DESCRIPTION
ELEMENT No TIME GSPAS PROCESS NO

10
2. Glasses 6
Rank Target Tol R1 R2 R3 R4
3. Mask.
4. Hard Hat. C1 C2 C3 C4 SUPERVISOR
5. Cap. TOOL
6. Gloves 7 L1 L2 L3 L4
7. Ear Plug.
8. Wrist. 5 PROD ENG
9
9. Arm Cover SOCKET
8 11
S1
Issue Date
12 13
14
No PART NUMBER 15 PART DESCRIPTION Quantity

16
35
Work Element Sheet Index
1.Work Description - Name of Work Element 10.Sign Off - Authorisation{G/L-

Supervisor/Engineer}.
2.Element Number - Work Element Reference
11. Issue Date - Original Issue Date
3.Time - Time To Complete Element
12.Work Steps - Detailed Method Of
4.Gspas - Gspas Number Work Element
13.Key Point/Reason - I.E Safety / Quality
5.Protection - Process Safety Wear .
Key Point
6.Torque - Torque Range Targets
14.Sketch - Emphasising Key Points-
7.Tool - Tool Name & Type Orientation-Knack
8.Socket - Socket Type 15.Part # - Part# With Name &

Description
9.Work Area - Working Area Of Vehicle
16.Quantity - Number Of Parts Used
In Work Element
36
Proceshåndtering
Dato 18-12-2006 Afd./grp./maskine Udgave 1
Side 1 Af
10
Procesbeskrivelse
Operatør/gruppe
formontage pal z Værkfører
Kvalitet (Q) PTA
Forklaring på nøglepunkter: Øget opmærksomhed (kvalitet) Sikkerhed/miljø
hullet i paketten vendes ned mod bordet med

bagsiden opad
udstandsningen i afdækningslisten skal ligne

en flaske
afdækningsliste sættes i 2 hul i stigesnoren
tværsnor lægges over hinanden
snore lukkes med pølseklammer

37
37
Standardised work sheet with layout
•Work steps
•Layout
•Standard times
38
Work element sheet
• Work elements
• Key points
• Detailed description
39
STANDARDISED WORK CHART - DYNAMIC
• Trace of the Movement of both the Person and the

Moving Vehicle or Component on which a Process is
being carried out.
• Think of it as a Static Standardised Work Chart with a

Moving Work Bench or Jig.
40
1st Shift 2nd Shift
Standardised Key process Date Block
name: G/L
z Work Chart
Line
Group SUPv
TAKT TIME = 163 SECONDS ( 2.72 MINUTES )
CUM OPER Posn 1
CUM OPER Posn 2
CUM OPER Posn 3

Work Area W.E.S.
CYCLE TIME = (SECS) Time
CUM CAR Posn
PARTS RACK
Manual
Work Element Sheet (WES)
Walk
Auto
Description
No.
WORK AREA
100 120 0
140 20
160 40 60 80 100 120 140 160 20 40 60 80 100
2 min 1 min 2 min 1 min
PARTS RACK Standard

Model Revision Quality Check Analysis No.
in-process
r
Day / Month / Year Stock
.…... / …….. / …….

Model Year Chart Scale
.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs
A4 printed at 139% onto A3
41 TOTALS 2 LE VEHICLE
WORK MOVING
WHILE WALKING RETURN TO START
THREE KEY ELEMENTS.
•Takt Time
•Working Sequence
•Standard In Process Stock
42
TAKT TIME.
Takt Time is the time in which one vehicle or one part is to be made,
this becomes the process time in which each member completes his
task.
COMPONENTS
•Available Time.
•Volume Requirement.
•Operational Time.
•Operation Rate.
43
TAKT TIME
•Available Time.
Working day minus breaks or rest allowances.
•Volume Requirement
Number of vehicles required in a period.
•Operation Rate / Run Ratio.
100% minus stoppage allowance ( Typically 5% )
•Operational Time.
Available Time X Operation Rate.
44
TAKT TIME CALCULATION.
TAKT TIME = Operational Time

Production Volume
Example.
Available Time = 440 mins
Volume Req = 150
Operation Rate / Run Rate = 95%
Takt Time = 440 x .95 x 60

150
Takt Time = 167 Secs
45
WORKING SEQUENCE.
Working sequence which is not standardised can cause a

number of problems :-
1 Pallet
•Injuries & accidents.
•Damage to machinery
Jig 2
•Defective products.
•Poor workability.
•Varying output. 3
Comp
46
STANDARD IN PROCESS STOCK.
S.I.P.S. refers to the minimum number of unfinished parts

required for smooth completion of work sequence.
•If a member’s range of work is limited to operating one
piece of machinery , there is a tendency to overproduce.
This is because processing is performed according to the
capacity of the machine.
•When the production method is based on a Takt Time , and
not machine capacity , the necessity of having large
numbers of unfinished products is eliminated.
•The amount of In process stock will be determined by
the working sequence , and the machine layout.
47
WORK ELEMENT SHEET
• Work Group generated.

• Detail of the Elements of each Process Step
~ One W.E.S. can be more than one S.W.C. step.
~ One W.E.S. work that is not likely to split.
• Explains the way each Work Step is done.
~Key Points and Reasons. ( Safety or Quality )
• Uses sketches to visually explain some Work Steps.
• Documents details of Improvements / Countermeasures.
• Key Aspects
~Work Step.
~Key Points and Reasons.
~Explanation Sketches.
48
The Yamazumi Board
Aims
The Yamazumi Board ( or Line Balancing Board ) is a tool,

used by everyone to set up and thereafter, Manage the status
of the Processes.
It provides a visual indication of the Line status.
It provides an easy and efficient way of balancing work

assignments.
49
What does a Yamazumi Board look like?
Briefly:
- a large white board scaled at both ends, graduated in seconds.
- marked on this scale will be the Takt time and the 70% line (70% of the takt time ) comprising 2 coloured
strings stretched across the board.
- for each team member there will be a stacked column of magnetic tiles each representing a step of the
process and collectively his / her total work assignment.
- individual tiles cut to scale represent the elemental times of each part of the process, these are stacked
in build sequence.
- initially, each element will be categorised into either Standard or Optional processes, with a further split
into Value and non-value added work.
See Figs 1.& 2
50
Scale (secs)
Teams
Takt Line
Process description
Fig 1
51
Fig1. Yamazumi - Line Balance Board
Totals
Key Date: ( last updated)
Standard
non-value
added
TAKT TIME 178 sec
2 Man Op.
value 70% LINE 125 sec
added
Show 2 man operation as 2 columns
Options and mark accordingly, ie. 2 Man Op.

Seconds
non-value Show blank stations.
Blank Station
added
Show Station Nos. in either of the positions shown.
Show status at date - representing last time updated.

value
added
Stn.18L Stn.18R Stn.19L Stn.20L Stn.22 Process Description Labels
Fig 2 Issued by JPS Office Yamstd1

52
Interim Yamazumi Board
In some cases, for simplicity and speed of construction an interim Yamazumi Board has been devised
by the Team, using a whiteboard and Nobo pen where drawn lines replace the magnetic strips.
The Interim board gives a quick vision of which processes are Over Takt without waiting to produce
the Magnetic tiles.
In the long term the magnetic strips are more durable and more importantly flexible when carrying out
line rebalancing. See figs 3 & 4
53
Benefits in using a Yamazumi Board:
TAKT CHANGES : - quick and efficient method to re-balance man assigments due to Takt changes
TRAINING: - simpler processes, ( Standard or non- Option ) can be identified to introduce/ train
new members gradually into a team ( less to remember )
ROTATION: - ergonomic risks and high skill operations can be identified on each process
element to ensure rotation is achieved with simpler processes
LINE MANAGEMENT - QUALITY & LINESTOP: - regular defects or continual linestops can
indicate over burden - this might be on all or just one model derivative
54
Benefits in using a Yamazumi Board: ( cont.)
REDUCTION IN WORK PATTERNS: - too many Model Options can create high numbers of work
patterns putting Quality at risk - future projects should see this as a lesson learnt
WORK COMBINATIONS: - the status of any process for any work combination is visual to anyone with
limited knowledge of the Yamazumi, thus arming them with the ability to identify
Kaizen opprtunities
KAIZEN: - highlighting non-value added work indicates the areas with greatest kaizen potential
WASTE CAUSED BY MOVEMENT ( MUDA ): - clearly identified as non-value added
55
STANDARDISED WORK TOOLS
Standardised Work Chart Detail of Each Process

Step. YAMAZUMI
A Visual Tool for Balancing

Detail of the Elements Processes.
of each Process Step.
WES
56
THE LEADERS ROLE.
Superintendant , Supervisor , Engineer, and Group Leader.
•Determine Standardised Work.
•Train according to Standardised Work.
•Maintain Standardised Work.
•Constantly promoting improvement
•Managing concerns
57
A Moving Line ( Dynamic )
- Standardised Work chart
What is it ?
It is a trace of the movement of both the Operator and a Moving

Vehicle or Component, on which a process is being carried out.
Think of it as a normal, Static Standardised Work Chart, simply

having a Moving Assembly Bench.
58
Points to note:
• Typical current Man assignments can tie 1 operator into working in just 1 Area of the
car.
• Optimum condition - split assignment into at least 3 areas of the car, ie. Front / Middle /
Rear, or Frt. fender/ frt door/ rear door/ rear fender - allows Group Leader support
• Work Elements not necessarily split to this level of detail - should reflect chunks of
work which would not normally be split up - typically 10-25 secs
• Group Leader / supervisor responsible for updating SOP
59
1st Shift 2nd Shift
Standardised
Key process Date Block
z Work Chart
name:
Line
Group
G/L
SUPv
TAKT TIME = 163 SECONDS ( 2.72 MINUTES )
CUM OPER Posn 1
CUM OPER Posn 2
CUM OPER Posn 3

Work Area W.E.S.
CYCLE TIME = (SECS) Time
CUM CAR Posn

1 Workstation graduated in secs. ( Takt ) used as Grid Ref.
PARTS RACK
Manual
Work Element Sheet (WES)
Walk
Auto
Description
No.
P1 P2 P3 P4
Seconds Parts Racking
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
Key Aspects
to note 2 min 1 min 2 min 1 min
Track
Direction
PARTS RACK
Stn .No. 123
L4 L3 L2 L1
C4 C3 C2 C1 Work Area of
R4 R3 R2 R1 Vehicle Ref.
Vehicle entering Station at Fixed Linestop position

( level with Frt. suspension centreline )
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs
TOTALS 2 WORK WHILE VEHICLE MOVING WALKING RETURN TO START

Demonstration of Operator movement whilst working
on a Moving Line, - starting with reading the Vehicle Spec
sheet attached to front of the car
1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
read Spec sheet
PARTS RACK
Workstation
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs
2 WORK WHILE VEHICLE MOVING WALKING RETURN TO START

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
collect parts
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
return to car -
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100

assembles whilst moving
with car.
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
collects next part
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
plus a second part
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
front door area 2 min 1 min 2 min 1 min
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
return to rear door area
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
2nd area of car
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
assembly finished
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
AREA
WORKAREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
walk to next car
WORK
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

1st Shift 2nd Shift
name: G/L
Line
Group SUPv
Parts in racks
PARTS RACK
P1 P2 P3 P4
WORK AREA
repeat cycle 100 120 140 160 20 40 60 80 100 120 140 160 20 40 60 80 100
PARTS RACK
Standard
in-process
.…... / …….. / …….

.…... / …….. / ……. Safety
Scale = 1:68
.…... / …….. / ……. 1 div = 2mm = 4 secs

The kitchen example:
Mug Tree
PRODUCT
Coffee
Boiler
Fridge
Tips:
If the demand fluctuates, challenge waste first, NOT just rebalance work steps. A takt change is the best
opportunity to achieve efficiency improvement.
105
The kitchen example:
Time
Step Work Description WES
No
NVA
Walk
No
VA
1 Obtain Mug C01 2 3
2 Put Mug Down 2

Mug Tree
Obtain Spoon 8 1
Coffee
Put Coffee in Mug C02 4 2 Boiler
3 Take Milk from

6 2
fridge Fridge
4 Put Milk in Mug C03 6 2 2
5 Return Milk 6 2 3 4
5 6
6 Add Water to Mug C04 6 2
7 Place Mug on Table 3 4

7
Return
TOTALS 60 16 27 17
106
Practical example
Work element sheet
Emne Coffee Afd./grp. F3 Side 1 af 1
Operationsbeskrivelse Operatør
06.12.05
Underskrift
Dato
Kvalitet
Operations nr. Værkfører
PTA
Sikkerhedsudstyr Værktøj
1. Sikkerhedssko - 4. Hørerværn - Teaspoon
2. Briller -
3. Handsker -
Nr. Handling Nøglepunkter Tid i sek.
1 Measure coffee with spoon Coffee quantity: one heaped 4
teaspoonful
One heaped teaspoonful of coffee as

shown in the photo.
Pour coffee into the mug.
107
Is this good or bad?
• Is this process this the most effectiveness process
• Can we fulfill the customer demand?
108
109
Takt time
• The customer demand is visualised by the takt time
– It is the time in which one component needs to be produced in order to satisfy the customer demand
Available production time

Takt time = X efficiency factor (0.95-0.75)
Customer demand
109
Takt time example
Weekly programme: 4,300 components
Planned production time; 2 shifts: (7,4 + 6,8) x 5 x 3,600 255,600 s
- Breaks (10 min./shift): (10 + 10) x 5 x 60 6,000 s

- Change-over (2 hours/shift): (2 + 2) x 5 x 3,600 72,000 s
- Planned maintenance (1 hour/week): 1 x 3,600 3,600 s
- 5S (cleaning and inspection (15 min./shift): (15 + 15) x 5 x 60 9,000 s
- VMM activities (30 min./employee/week): (30 + 30) x 60 3,600 s
- Other accepted circumstances: - 0 s
- Available production time 161,400 s
Calculate takt time
110
111
07/09/2016
Takt time example
Weekly programme: 4,300 components
Planned production time; 2 shifts: (7,4 + 6,8) x 5 x 3,600 255,600 s
- Breaks (10 min./shift): (10 + 10) x 5 x 60 6,000 s

- Change-over (2 hours/shift): (2 + 2) x 5 x 3,600 72,000 s
- Planned maintenance (1 hour/week): 1 x 3,600 3,600 s
- 5S (cleaning and inspection (15 min./shift): (15 + 15) x 5 x 60 9,000 s
- VMM activities (30 min./employee/week): (30 + 30) x 60 3,600 s
- Other accepted circumstances: - 0 s
- Available production time 161,400 s
Available production time x 0.95 161,400 x 0.95

Takt time = ----------------------------------- --- = ------------------ = 35 sec./comp.
Customer demand 4,300
111
Time
No
NVA
Walk
No
VA
Takt time: 2 Put Mug Down 2

Mug Tree
Obtain Spoon 8 1
Coffee
Put Coffee in Mug C02 4 2 Boiler
Take Milk from

3 6 2
fridge Fridge
5 Return Milk 6 2 3 4
5 6

7
Return
TOTALS 60 16 27 17
Working time = 440 min

Volume = 380 Mugs of Coffee
Available production time

Takt time = X 0.95
Required quantity
Calculate takt time
112
YAMAZUMI BOARD ( Line or Work Balance Board )
Work Balance Board Definition:
Work Balance Board is a tool to assist work groups in effective job design, as well as
highlighting opportunities for improvement, through the elimination of waste.
It achieves this by making the work content visible
The Right Level of Detail:

In order to effectively plan, to problem solve, or to achieve improvements, it is vital we
have the right level of detail. This means not just how long to fit a part, but how long to
pick from the rack? How many seconds to pick up the gun? What about the temp set aid?
Only by understanding the true content of the job can we begin to improve on it.
Key Elements:
Planning for change
Help to create safe, smooth and efficient processes – takt change, new model
introduction
Assist in problem solving
Support effective process design – ergo concerns, quality concern issues
Improve to current condition
Make true condition visual, highlight waste, show waiting times
WBB
113
Work Balance Board – the tool:
• Each element is visualised

• Colour coded to support kaizen / balancing
• Colour coded to differentiate between VA / NVA work
• Measurement against TAKT TIME
Work Balance Board
Work steps & time / step

TAKT TIME
TIME
55mm
Collect Slider – 11s ecs
PROCESS
114
Colour coding:
the colour of the magnet depicts the type of work being carried out:
1. Value Added Work (VAW)
work which changes/ alters the form/ properties/ value of the
product
2. Essential NVAW (ENVAW)
non-value added work carried out which is required to achieve the
change to the form/ properties/ value of the product
3. Non-Value Added Work (NVAW)
work which does not change/ alter the form/ properties/ value of the
product
4. Option Work
work which is not carried out on every product and is dependent of
the specification
5. Variable Work
work which is carried out on every product, but varies in length
depending on the spec. E.g.. low spec wire harness loom has 3
connections but high spec. 7
115
Improvement opportunity:
TT
TT
• Uneveness (MURA)
• Overburden (MURI) The 3Ms
• Waste (MUDA)
Tips:
If the demand fluctuates, challenge waste first, NOT just rebalance work steps. A takt change is the best
opportunity to achieve efficiency improvement.
116
Work Balance Board:
66 Secs (Takt)
60 Secs
Walk

Time Mug on Table
No
NVA
Walk
No
VA
Walk
C04
2 Put Mug Down 2 Add Wa ter
Mug Tree
Obtain Spoon 8 1 Walk Non Value Added

Coffee
Put Coffee in Mug C02 4 2 Boiler Return Milk

3 Take Milk from
6 2
fridge Fridge
Walk Value Added
C03
5 Return Milk 6 2 3 4 Add Milk
5
6 Add Water to Mug C04 6 2 6 Walk

7
Milk from
fridge
Return
TOTALS 60 16 27 17
Walk
C02
Add coffee
Obtain
Spoon
Mug Down
Walk
C01 get mug
Key point: worker is 91% utilised (target ~95% minimum by design)
117
Challenge:
Increase volume / shift to 456 cups (+20%)
No Increase in manpower
No cost
Calculate new takt time:
118
Challenge:
Increase volume / shift to 456 cups (+20%)
No Increase in manpower 66 Secs (Takt)
No cost 60 Secs
Walk Overburden
Mug on Table
Takt Time: Walk

C04
Add Wa ter
440x60 X 95% = 55 secs Walk Non Value Added
456 Return Milk
Walk Value Added

C03
Add Milk
Walk
Milk from
fridge
Walk
C02
Add coffee
Obtain
Spoon
Mug Down
Walk
C01 get mug
119
Ideas for improvement activities
• Ask questions which require a detailed answer (where, how, why, etc.)
• Can the operation be carried out otherwise?
• Can the order of operations be changed?
• Can waste be eliminated?
• Can the operation be relocated?
• Does the layout of the workplace ensure maximum efficiency?
• Balance work load among operators
• Reduce manual change-over adjustments
120
Priority of suggestions for improvement
Results
1. priority 3. priority
2. priority Avoid
Resources (time, money)
121
Kaizen:
Apply improvement-
Time
Time
Step
Step WES
WES
No Work
No Work Description
Description No
NVA
NVA
Walk
Walk
No
VA
VA
Take Milk 2 62 3 2
1 1 Obtain Mug C01
from fridge
Put Down Milk 2
2 2 Put Mug Down 2
Obtain Mug C01 2 Mug Tree
ObtainSpoon
Spoon 8
Obtain 8 1
Put Coffee in Mug C02 4 Coffee
PutCoffee
Put Milk ininMug C03
Mug C02 4 6 2 Boiler
Add Water to Mug C04 6
Take
Pick Milk from
up Mug & Milk 3 2
3 6 2
fridge Fridge
Fridge
4 3 Put Milk
Place in Mug
Mug on TableC03 6 62 2 2
2
5 4 Return
ReturnMilk
Milk 6 32 1 3 4
1
Return 5 6
4
7 Place Mug on Table 3 4 3

7
Return
TOTALS
TOTALS 6054 16 16
2730
17 7
122
Kaizen:
Apply improvement-
Time
Step WES 66 Secs
No Work Description
NVA
Walk
No
VA
1 Take Milk
6
2 2
from fridge
Put Down Milk 2 Walk
2
Obtain Mug C01 2 Mug Tree
55 Secs 55 Secs
Obtain Spoon 8 Mug on Table
Put Coffee in Mug C02 4 Coffee Walk
Walk
Put Milk in Mug C03 6
Boiler
Add Water to Mug C04 6 C04 Return Milk
Pick up Mug & Milk 3 2 Add Wa ter Non Value Added
Fridge
Walk Walk
2 Mug on Table
Return Milk
4 Return Milk 3 1 Walk
1
Pick up Mug & Milk
Value Added
Return Walk
4
C04
C03 Add Wa ter
3
Add Milk
Walk C03
VA = 16 Secs Add Milk
VA = 16 Secs
TOTALS 54 16 30 7 Milk from C02
fridge Add coffee
Walk Obtain
C02 Spoon Walk
Add coffee C01 get mug Walk
Obtain Milk Down
Spoon Walk Walk
Mug Down
Milk from Walk
Walk fridge
C01 get mug
Summary:
20% productivity improvement 17% reduction in NVA (MUDA – Waste)
No cost Utilisation to 98%
123
Rebalancing
Rebalancing visualises:
– If we meet customer demands
– Operator burden
– Production times Velsol France
24
22
Takt Time = 19.5 secs. @ 85% operation rate
20
18
16
14
Time (secs.)
12
10
0
MOUNTING PACKING LABELLING COLIS
1 2 3 4
Process
124
Myths of Standardized Work
DISCUSSION !
• If we have standardized work , everyone can learn all about the job by looking in the documents
• If we have standardized work , we can pick anyone off the street and train them in a matter of minutes
• We can incorporate all the details in the standardized working document
• We place the document a place where all employees can see it every day, to remember how to perform the
operation
• Employees develop their own standards and update the old ones
• If we have standardized work , the employees will do the work and will not deviate from the standard
125
Assignment
Make a SOP for assembling the Lego

minifigur
126

Standard Operating Procedure for Drawing Letters M and W

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Standard Operating Procedure for Drawing Letters M and W

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SOP

Standard operating procedure

The Happy Pig

Assignment: Make a SOP for assembling the Lego minifigur

Jacob Steendahl Nielsen

DEFINITION: “ STANDARDISED WORK IS CENTRED AROUND HUMAN

Safety – accident reduction

• To identify why we use Standardised Work.

• Take a blank sheet of paper.

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

End of Arc at intersection

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

8 9 End of Arc at upper right of W

No PART NUMBER PART DESCRIPTION Quantity

PROTECTION SIGN OFF

9. Arm Cover SOCKET

End of Arc joining right W

No PART NUMBER PART DESCRIPTION Quantity

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

No PART NUMBER PART DESCRIPTION Quantity

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

End position of line 7 8 9

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

Two circles 5mm apart

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

PROTECTION TORQUE WORK AREA SIGN OFF

9. Arm Cover SOCKET

No PART NUMBER PART DESCRIPTION Quantity

•WORK ELEMENT SHEET

A method of allowing the work groups to document a

Who Should Use and why?:

No Issue Date PUM ME Location Sheet…..of…..

The process details No Main Steps No Operating Description

Explanation / Examples / Diagrams

The working sequence broken down into elements

P.P.E. Jigs/Tools (As per PEGS): Required Checks: Training Comments:

• Work Group generated.

1 .Obtain Frt & Rr Members. FF31 6 2

11 Final Insp Welds & Sealer

No. Work Element (Description) Key Point Symbol VA NVA Walk

1 Collect and prepare pallet 30 1 2

PROTECTION TORQUE WORK AREA SIGN OFF

No PART NUMBER PART DESCRIPTION Quantity

PROTECTION TORQUE WORK AREA SIGN OFF

No PART NUMBER 15 PART DESCRIPTION Quantity

1.Work Description - Name of Work Element 10.Sign Off - Authorisation{G/L-