Livelihood Vulnerability Index

Standard work is “a precise description of each work activity, specifying cycle time, takt time, the work sequence of specific tasks and the minimum inventory of parts on hand needed to conduct the activity. All jobs are organized around human motion to create an efficient sequence without waste. Work organized in such a way is called standard(ized) work. The three elements that make up standard work are takt time, working sequence, and standard in-process stock” (Dennis 2007).

The purpose of standard work is to provide a baseline for improvement. All processes possess waste. Standard work helps define the process, which is the steps and action to reach a defined goal (Dennis 2007). This means that standard work will be dynamic and change as processes are modified and waste is removed.

Standard work can be generated proactively and reactively. When generated proactively, it establishes the bases for performing tasks and activities to obtain a desired result. These results directly link to product and process quality, cost, schedule, execution, cycle time, and customer satisfaction. Process and product quality are normalized to ensure that the established through analysis, observation, and employee involvement. Observation is recommended to ensure that all tasks/activities, constraints, normal wait states (e.g., cure time), and so on, are considered, because there is a high probability that some things will be overlooked if only analysis is performed. Employees are involved because the people closest to the work understand it best. With takt time analysis (see Sections 2.3.1.4 and 4.3.2.1), experience, and observation, the standard work definition can be made robust.

It is easy to see, especially in the context of this book, how standard work applies to product (i.e., hardware, software, consumer goods). The relationship between standard work and service may be harder to identify but it is very similar to the relationship

 Key discussion points (e.g., explain how long to resolve problem and why, provide additional resources such as website and reference number to get status)

It should be noted that employees may be resistant to the establishment of standard work.

Common objections and responses are noted in Table 2.2.6-1. This information will help management anticipate the resistance and overcome the barriers. Use of quality and management tools, such as the Benefits and Barriers Exercise (Tague 2005) or the Buy-In and Barriers Assessment Tool (Maio 2010), can help identify those most likely to be resistant and can help management overcome the resistance. Both tools assess the potential barriers through analysis and/or team involvement and use a process like the following:

1. Communicate the change 2. Identify the benefits 3. Identify the barriers

4. Identify how to capitalize on the benefits 5. Identify the methods to mitigate the barriers 6. Get buy-in/agreement to steps 4 and 5

7. Implement the change 8. Communicate the results 9. Celebrate success

As noted in item 8 in Table 2.2.6-1, recognize that variances do occur and be prepared to address them. “All manner of problems and abnormalities occur every day. Whenever a giving problem arises, management must solve it and make sure it will not recur” (Imai 1997, 33). Masaaki Imai recognized that problems do occur and solutions become new standard work or updates to existing standard work. Knowing that variances may occur at your company and communicating them will help obtain buy-in.

Benefits of standard work include the following:

 Process stability; stability means repeatability

 Clear stop and start points for each process

 Organizational learning

 Audit and problem solving

 Employee involvement and poka-yoke

 Kaizen

 Training (Dennis 2007, 51–52)

Three charts are utilized to create standard work: production capacity chart, standardized work combination table, and standardized work analysis chart (Dennis 2007).

Production Capacity Chart

The production capacity chart (Figure 2.2.6-1) is used to determine the capacity of machines/humans in a process. Its purpose is to identify bottlenecks within the process. It is based on the capacity calculation:

Standardized Work Combination Table

The standardized work combination table (Figure 2.2.6-2) shows the work elements and their sequence. Each element is broken down into individual times, including operator and machine. The table may include the interactions between the operator and the machine or other operators and machines.

This table is commonly used to analyze the value-added times versus the non-value- added times during each process step. This provides another visual representation for assessing the process and identifying areas for improvement. It often highlights idle areas of an operator that can be filled with another value-added work element.

Standardized Work Analysis Chart

The standardized work analysis chart (Figure 2.2.6-3) can be used as rationalization of a process layout. It provides a visual aid to an employee in training. The chart should include the work/cell layout, process steps, and times. It is also a good chart to highlight quality and safety items and define standardized work-in-process (WIP). It looks much like the spaghetti diagram, with additional information for the employee.

Another form of standard work is the single point lesson (Figure 2.2.6-4), also known as the job element sheet. A job element is defined as the “minimum action or group of actions required to advance a process” (Dennis 2007, 57). A single point lesson is a one-page form that defines the actions of an element (process step), gives the rationale of performing the process step, and provides pictures and photos that visualize key points of the process step, and a revision for updating (Dennis 2007).

When defining and implementing standard work, “keep things simple, clear, and engaging! Involve the right people/functions within the organization” (Maio 2010, 24). By engaging the employees, communicating the benefits of standard work, understanding and addressing employee concerns, and involving the right people, success is easier to obtain.