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1989 TPS Handbook - Lean Manufacturing

Standardized Work How can you teach staff to use

lean manufacturing tools?

Mark Warren
Experienced Manufacturing Professional "Discovering Solutions
+ Follow Manufacturing
with People"
Published Jan 31, 2018 What are the most effective
ways to communicate the
importance of Kaizen in
Toyota supplied a small army of trainers/coaches at the startup of manufacturing?
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 Toyota and GM) and TMMK (Toyota Motor Manufacturing Kentucky) Lean Manufacturing
through about year three. Both had about 600 trainers that served on
How can lean tools advance your
three-month rotations to coach the managers and supervisors on how to career in manufacturing?
run the Toyota Production System (TPS). This manual was directed more
towards making sure their internal production system operated as
Lean Manufacturing
expected. Their production system was already stable, so the kaizen
How can Lean Manufacturing
examples will show only rather small improvements, as they were
professionals gain experience in
copying a sister plant in Japan. multiple areas?

In 1989 Toyota Motor Corporation, International Human Resources

Division, Production Control Division, produced a manual detailing four Lean Manufacturing
of their primary tools. What's your process for training
employees in Lean
1. Kanban System Manufacturing?

2. Jidoka
Industrial Engineering

3. Standardized Work What are some effective

strategies for improving your
4. Kaizen knowledge of lean
manufacturing?
The discussions are focused on the tools and not a general explanation
Show more
of TPS, for that you should read the 1973 version of the TPS Manual.

Standardized Work Others also viewed

Definition of Standardized Work 1989 TPS Handbook -
Kaizen
Standardized Work is a tool for making quality products. Centered Mark Warren · 5y

around human movements, it outlines efficient, safe work methods and

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 helps eliminate unnecessary activity. Following in Taiichi
Ohno’s footsteps
Standardized Work in processing and assembly, maintains quality, Mark Warren · 4y

provides safer and faster operations while ensuring proper use of

The 'Lean Perspective'
equipment and machinery. of Cost .
ZeeshaN.SyeD (‫ · )ذیشان سید‬7y
The Purpose of Standardized Work
Small Business
Standardized Work is the foundation for improvement in production. It Statistics 2022 Recap:
organizes and defines worker movements. What Is the Small
Business
This is important because when the work sequence is different each Failure/Success Rate
USA Link System · 9mo
time and/or if the motions are disorganized, there is no baseline for
evaluation. Work improvements are unclear and difficult to monitor. In 1989 TPS Handbook -
such a case, improvement is meaningless. Kanban System
Mark Warren · 5y

For this reason, the first step to improvement is standardization. Results

TPS Manual - Chapter 1,
will be seen in terms of improved quality, reduced cost of production, Section 3
and safer work methods. Mark Warren · 6y

Method of Establishing Standardized Work Show more

At Toyota, the leaders are responsible for determining Standardized

Work. They are also in charge of maintaining and revising it. Explore topics

Once outlined, however, Standardized Work does not remain fixed. It is Sales

revised and updated as often as necessary according to work Marketing

improvements, machinery improvements and/or changes to the
Business Administration
Standardized Work itself.
HR Management
Prerequisites for Standardized Work
Content Management

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 The following conditions are necessary prerequisites for Standardized Engineering

Work. Soft Skills

Standardized Work is based on worker movements and work sequences See All

that can be repeated. Typically, these movements are designated as

right-hand, left-hand, foot, etc.

Equipment breakdown and line trouble must be minimal. If equipment

breakdown occurs frequently, operations are stopped. In such a case, it
is impossible to repeat the same work sequence. This results in wasted
motion, typically in the form of repairs.

To determine Standardized Work, prior attention must be given to

stabilizing the process by seeking the causes of equipment and
machinery breakdown and taking countermeasures.

Quality problems of processed parts and products must be minimal. If

the team member assembles parts which vary in quality, part
installation time will fluctuate as a result. In such a case, it is impossible
to follow and repeat the same work procedures. [1]

In Standardized Work, it’s necessary to maintain quality and accuracy

for the production line team member to be able to repeat the same work
sequence each time.

After Standardized Work is determined, it is outlined in written form.

Supervisors compile a manual and typically post copies at the
production line itself. The supervisor uses these for comparing actual
work with the prescribed work standards.
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 At Toyota, Standardized Work Instructions are documented in 3 ways:

Production Capacity Sheet

Standardized Work Combination Table

Standardized Work Chart (posted at the production line)

But those documentations are flexible that if ever Takt Time has
changed, and work assignments need re-writing to implement
continuous improvement. By doing so, actual work and work sequence
will change and documentation will need to be rewritten.

Let's consider each form individually in detail.

The 3 Elements of Standardized Work

Standardized Work is made up of 3 Elements:

Takt Time — Flow Pace to synchronize processes

Working Sequence — Job Breakdown to define standard work

Standard In-process Stock —Necessary to Maintain Flow

Takt Time

Takt Time is the time in which one vehicle or one part is to be made.
The formula for Takt Time is calculated by dividing the day's operating
time by the number of products that are necessary. After this has been
established, the amount of individual work is determined so that it can

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 be done within the specified Takt Time period. Cycle time is the actual
time it takes the team member to perform one cycle of work.

Working Sequence

Working Sequence is the order in which work is done in each process.

When the working sequence is not specified, each worker proceeds
haphazardly as they see fit. As a result, cycle times randomly fluctuate.
Some steps in the process get overlooked, defects occur, and machinery
may be improperly used and subsequently damaged.

Standard In-process Stock

Standard In-process Stock is the minimum number of workpieces

necessary to proceed with a given process. Monitoring and controlling
in-process inventory facilitates work done in a repeated sequence.

The number of Standard In-process Stock and the position of each is

recorded on the Standardized Work Chart. Let's look at the rules for
determining Standard In-process Stock.

Method of Handling Standard In-process Stock

When viewed in terms of the working sequence, no Standard In-process

Stock is necessary when the process sequence and working sequence
are moving in the same direction. One piece per process is required
when flow is in the opposite direction.

When viewed in terms of whether the process is manual or automatic,

one piece is necessary when the machine takes automatic processing
time, none is required when the process is manual. The first piece used
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 in the process as well as completed parts in pallets are not included as
Standard In-process Stock.

Standard In-process Stock changes depending on the layout and flow of

the process as explained in the following charts.

Remarks: Materials and completed products in the pallets are not

included in standard in-process stock. For each machine (process), there
is no automatic ejection equipment and no automatic equipment to
transport product to the next process.

The example shows the rule for determining standardized in-process

stock.

Worker does the operation from ① to ⑧.

Material used are (A, B).

Completed Components are (A, B).

Completed component A has A1 - A3 operations.

Completed component B has B1 - B2 operations.

Worker moves to process A1 (②) and then process A2.

Same as A3 and back to ①.

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 Here A1 process has no Standard in process stock because A1 process
are manual operations.

A2 and A3 need one standard in-process in each ●machine (as in

figure), but the process sequence is same way, so no standard in-
process stock is required between the machine.

Though at B process, work sequence is B3 - B2 - B1 so it is opposite

way to process sequence.

In this case one standard in-process stock is required between each

machine.

Sequence for Determining Standardized

Work

Production Capacity Sheet

The Production Capacity Sheet is used in processes that incorporate

machinery. It lists the production capacity of each process.

The Production Capacity Sheet shows the bottleneck or machine that

causes the most trouble. In this way, the Production Capacity Sheet is
useful for doing improvements.

Let's consider the contents of the Production Capacity Sheet in detail.

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 ④ Process Sequence: This is the order in which parts flow or are
processed. In the example, four processes are clearly indicated (1, 2, 3,
and 4). When the part finishes the fourth process, in this case a Quality
check, the process sequence is completed.

⑤ Process Name: This is the name of the process.

⑥ Machine Number: This is the number or name of the machine. For

example, process number 1 is called "Booster installment chamfering,
Machine No. Mi-1764."

⑦ Manual Work Time: This refers to the team member's actual work
time in each process. It includes time spent removing a finished piece,
loading an unprocessed piece, and starting the machine, etc.

⑧ Automatic Processing Time (Auto feed): This is the operation

time from machine start up to the time the machine completes its
processing of a given part.

⑨ Completion Time (Total): This is the sum of Manual Work Time and
the Automatic Processing Time.

The Production Capacity Sheet sets the standard for completing the
Standardized Work Combination Table. It is a useful tool for identifying
the bottleneck processes.

Cutting blades, etc. are periodically changed in machining processes.

The schedule for changing cutting tools, and the time taken to do the
change is recorded in the tool column, in this case where it says,
"Blade."

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 Then, production capability is calculated based on the completion time,
frequency of cutting tool changes, and tool change times.

Production capacity shows the current processing capability of

machinery and equipment.

Method of Completing a Production Capacity Sheet for a

Machining Process

The Production Capacity Sheet is the standard for drawing up

Standardized Work Combination Tables.

Standardized Work Combination Table

The Standardized Work Combination Table is a tool for determining work

allotment and working sequence. It is helpful in balancing work loads
and serves to monitor team members in training who not yet fully
proficient in each task. Next figure shows example of Standardized Work
Combination Table.

The Method of Displaying Information on the Standardized Work

Combination Table

Operation Work Times

Automatic Processing Time

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 When cycle time (C.T) is equal to Takt Time (T.T) the ending line is the
same.

When cycle time is less than the Takt time, draw automatic processing
time up to the red Takt Time line, then show the excess by drawing it
from the baseline (0).

When cycle time (C.T) is greater than Takt Time, draw automatic
process time up to the cycle time (C.T), and carry over and draw the
excess amount from the baseline (0) on the left.

Walking Start

When a START switch is turned on while walking, show this with a small
circle entered above the wavy (walk) line.

Simultaneous Start

When more than one machine is started at the same time, draw the
automatic process times from the same point.

Walking Zero

When there is no walking, draw a vertical solid line to the beginning of

manual work for the next process.

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 Returning to the previous process

When repeatedly returning to the same process during one cycle,

show this by returning to the relevant work sequence line.

In this case, indicate the work sequence number and work time
separately.

Work while walking

Work done while walking is indicated in the following manner.

For work that takes more than 1 second, record this in the work name
column. Show the time (solid line) as overlapping the wavy line.

For work that takes less than 1 second, show this as a circle on the
wavy line.

Manual Work Continuous Processing

With continuous multiple station machining, represent this clearly with a

solid line.

Continuous Manual Work

Manual work may involve many tasks or processes with no walking, for
example, assembly work inside a vehicle. In such a case, work details

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 are listed under the work name column, and time is recorded as with
other processes. (See Ex: 1 below.)

Example 2 shows another way to represent this. Divide the tasks on a

solid manual work line. Then, explain the work details, etc. using
numbers and parenthesis.

Cooperative Work

When work is done in cooperative with another team member, record

this in parenthesis with a brief description.

Parallel Processing - Multiple Machines and Equipment

Sometimes because machine processing capacity is insufficient (long

processing time) work is done using two machines. Work time during a
given cycle changes according to walking distance, etc. Therefore, show
this as two cycles. Clearly indicate the working sequence with numbers.
List work names, work times, etc. separately. [2]

Determining the Working Sequence

The example of a Standardized Work Combination Table drawn up based

on the preceding sections. It shows the operation from pick up the outer
rail to set outer center pillar and start.

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 The Standardized Work Combination Table helps determine the working
sequence and work times. It also makes it easier to do work
improvement.

Standardized Work Chart

The Standardized Work Chart outlines the team member’s work on a

given process. It is displayed at the actual job-site.

It serves as a tool for visual control for supervisors and as a baseline for
doing continuous improvement. It is also a way to motivate and monitor
leaders to ensure that work done in their area is organized.

Displaying Information on the Standardized Work Chart

In the Standardized Work Chart details such as process name, date

drawn up, department, etc. are the same as in the Standard Work
Combination Table. The chart shows the machine layout and numbers
described in item (2) above.

1 to 8 show the team member's Working Sequence. Where necessary,

quality checks and safety symbols are recorded. Cycle Time, the time
taken to complete one work cycle 1 through 8, is measured and
recorded.

The Takt Time is the same as was determined for the Standardized Work
Combination Table. Remember, the 3 Elements of Standardized Work are
Takt Time, Standard In-process Stock, and Working Sequence.

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 Summary

We've looked at Standardized Work. It helps to ensure that high quality

vehicles are built with minimal man-hours.

Documentation includes Production Capability Charts, Standardized

Work Combination Tables, and Standardized Work Charts.

Documenting the 3 elements of Standardized Work (Takt Time, Working

Sequence, and Standard in-process Stock) is done by the leaders. They
are also responsible for seeing to it that Standardized Work is observed.

Leaders must revise and update documents as the situations change, for
instance, as the result of changes in Takt Time, production
requirements, improvement of the line, etc. This is especially true when
the production requirements are reduced.

Individual work allotments must be reconsidered. Adjustments must be

made to accommodate changes in Takt Time, product flow, production,
etc. Subsequently, overtime may be reduced as well.

Training and education concerning daily improvement activities are

necessary, for example, regarding work layouts, jig improvements, etc.
Everyone is encouraged to contribute. These kinds of things can even be
done by newly posted team members as well.

Steps of Improvement based on Standardized Work

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 Step 1 - Identify and Understand Needs

Increase production

Reduce man-hours, etc.

Step 2 - Set Objectives Accordingly

Step 3 - Analyze the Current Situation

Review Standardized Work

Assess causes of line stoppage

Note quality problems

Measure the actual work times of team members

Locate unnecessary activity and clarify problems

Step 4 - Generate Ideas for Improvement

Determine what to do and how do it

Outline an improvement proposal

Identify unnecessary activity, specify countermeasures, and estimate

results

Step 5 - Implement the Improvement Plan

Reduce actual work time

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 Adjust and balance work assignments and tasks

Reduce non-value-added work time

Step 6 - Evaluate Results and Revise Standardized Work

Viewpoints on Continuous Improvement

When attempting to do improvement, it's necessary to first decide what

you want to improve. The preceding Improvement Steps are intended to
improve your awareness of unnecessary activity, and to help organize
and guide you through the process of Plan-Do-Check-Action.

The 7 Categories of Unnecessary activity —

UNNECESSARY ACTIVITY of over-production

UNNECESSARY ACTIVITY of waiting

UNNECESSARY ACTIVITY of conveyance

UNNECESSARY ACTIVITY of processing

UNNECESSARY ACTIVITY of inventory

UNNECESSARY ACTIVITY of motion

UNNECESSARY ACTIVITY of correction

To do continuous improvement, it's important to begin by observing the

work place firsthand. Start by discovering and identifying unnecessary
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 activity.

To truly become skilled at this, it’s necessary to expand and refine your
level of awareness.

Examples of Improvement of Unnecessary Activity of

Motion

Improvement of Equipment Motion

Equipment Improvement is viewed in the same way that we did Work

Improvement. Motions that don't add value are identified and
eliminated. Let's consider some examples that will help to explain how
bottleneck processes can be improved.

Improvement in Final Assembly

Improve the process having frequent line stops (line stop time
reduction)

Step 1: Understand the Current Situation

Understand how often line stops occur by Andon

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 Understand work details and measure its time in the process having
frequent line stops according to each vehicle type. (Understand
production percentage)

Step 2: Pursue causes of line stop

Much work

So many defects that work time doesn't balance

Step 3: Give directions of Improvement plan and do improvements.

Counter measure for defects

Counter measure for equipment trouble

Reduce actual work time and Incidental Work Time.

Adjust work balance

Step 4: Draw up new Standardized Work

Viewpoints of Work Improvement

Reduce Work Time (cycle time) of Assembly process

Eliminate Unnecessary activity of Work area

Can make smaller (distance) are for parts storage?

Can make smaller (distance) area for tools?

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 Is work start and end line clear enough?

Eliminate Unnecessary activity of (foot) Motion

Can round trips between parts shelf and vehicle be reduced?

<Reasons for round trips>

Getting only impact wrench

Putting down only impact wrench only

Getting small part

Getting a few parts, parts, at a time

<Countermeasure>

Can various types of parts be picked up at once?

Can small oblong partitioned box or use belt pouch?

Can tools and parts be synchronized as vehicle?

Walking diagonally between parts shelf and vehicle

Going back and forth in front of parts shelf

Parts shelf range is wider than work area

<Countermeasure>

Change how the parts are laid out

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 Is Work sequence in order of vehicle front to back?

<Countermeasures>

Change work sequence.

Change work assignment between neighboring processes

Gather work locations which are in close place.

Can manual work be done while walking?

Peeling off tape while walking

Assembling while walking, etc.

Eliminate Unnecessary Activity of (hand) Motions

Excessive or long reach hand motion when using parts and tools?

Height and location of parts or tools OK?

Parts used at the same time located together in one place?

Parts lined up in order of use when picking at the same time?

Is there any waiting time at right and left hand?

(Holding is considered as waiting time.)

Can work be done with both hands use?

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 Balancing Work Time to Accommodate the Various Vehicles on a Mixed-
Model Line

Balancing Work Time

Is Heijunka or leveled production in fact 'being maintained?

Can preparation be done for vehicles which require a longer work

time, during light workload (short cycle time) models?

Can line members teamwork and share work with conveyance team
members?
Eliminate Fluctuations to Balance Cycle Times

Workability not bad?

Grouping work in area the can’t be made easier?

Illumination and floor height ok?

Can install with one touch?

Quality

Part hole and body installation hole dimensions the same?

Bad quality (accuracy) items not mixed in?

Assembled form

Easy to take out of parts pallet?

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 No wrong or missing parts

Preventing wrong parts

Parts properly put on shelf?

Shelf indicators (line side, loading side) correct?

Preventing missing parts

Members doing Standardized Work?

Kanban collection and classification, and ordering

goods are done in small interval?

Parts supply in small interval?

Improvement of Set-up Work

Standardized Work and Continuous Improvement also apply to die set-

up work.

Example of Improvement: Reducing Set-up Time

Let's consider die set-up operations in the stamping process. This

process involves die changing, machinery installation, and balancing. It
also includes various tasks such as the preparation of jigs, tools, pallets,
and materials, etc.

Die changes involve many team members. Each team member's work
sequence is clearly outlined and coordinated. This ensures efficiency and
safety.

Now let's look at the benefits of reduced set-up time.

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 Benefits of Reduced Set-up Time

Small lot production reduces inventory and lead time.

It improves the capacity (production capacity) to handle larger

production demands.

Small lot production allows flexibility in producing other parts. For

example, time gained by reducing set-up time can be put to good
use producing service parts and other pieces in the necessary
quantity in small lots.
Example of Reducing Set-up Time in Off-line Die Preparation

Typically, dies are brought by crane from distant storage areas to the
stamping machine. Time is wasted in conveying and waiting for the
arrival of the die; machine operations are at a standstill.

By bringing the next die alongside the stamping machine and making
preparations in advance, die conveyance time and waiting is reduced.
This is called die preparation off-line set-up.

An Example of Reducing Die Changeover Work

Before improvement, loading and unloading was done by crane. After

improvement, a special dolly is used.

In this way, a single team member can load and unload a stamping die,
thus drastically reducing set-up time.

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 Work Standards

Purpose of Work Standards

Work standards outline the proper procedures for doing a given process.

Work Standards have been divided in 3 broad categories:

Equipment Operation and Maintenance,

Safety and Training, and

Quality of Materials and Work.

Let's consider safety and education training. In the stamping shop,

training is necessary for new personnel and/or team members on loan
from other departments. Team members must learn basic knowledge of
the stamping machines, how to handle operations, do die set-up, work
safely, etc.

The next example shows a Work Standards Sheet for a body assembly
process. This includes process name, work name, working sequence,
key work information, and safety points, etc. These are listed for each
element of work. On the right side, notice the work location and parts.

Let’s consider a Work Standards Sheet for a painting process. It shows

the key work information, safety points, etc. for a painting process. For

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 each process, it's important to clearly indicate the recommended level of
final quality by area on the vehicle.

Work Standards Sheet for Engine Starter Installation in the final

assembly process. It explains how to use the Parts Installation
Instruction Sheet located on the front of the body.

The next example shows a Work Guidance Standards Sheet from an

inspection process. Work is done according to each work sequence.
Locations are shown clearly.

Work Standard Sheet (QC process) on a body assembly process. It

illustrates welding on the bracket of front side member sub- assembly to
the outer plate of front side member.

The QC process indicates quality check items, work method, and

standards based on the previous Work Standard Sheet (QC process).

Necessity of Work Training and Education

An important responsibility of supervisors is to train and educate

production line team members. This is necessary to achieve flexibility in
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 meeting daily production fluctuations. For example, there are numerous
variations on the production line including personnel absences,
equipment trouble, quality problems with products, work-pieces or
materials, as well as change in the production quantity needed based on
production planning.

Personnel Training

When someone is absent, the leader must do the work on that process
or supply a substitute. For this reason, work training is always
necessary. It is also important when a new team member enters the
department. Clear instruction must be provided to enable the new team
member to become an independent operator as quickly as possible.

Education and Training for Knowledge of Equipment Usage

Let's look at equipment. New equipment and techniques are being

introduced all the time. Therefore, it's important to stay abreast and
update one' s level of understanding. If this is not done it will be
impossible to take appropriate action when machinery malfunctions.

Team members must also understand the normal operation of

machinery in order to maintain smooth, stable production.

Education and Training for Knowledge of Manufacturing Quality

It would be fine if production processed parts would always continue to

maintain the same standards of accuracy despite variations in materials
and workpieces and necessary production quantity, but changes occur in
response to various conditions. To determine whether- processed parts
are normal or abnormal, one must have developed a knowledge of them

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 (i.e. knowledge of quality levels of processed parts and knowledge of
different types).

When the necessary production quantity varies according to the

production planning, conveyor speed varies and work range changes.
That is why regular work training is necessary.

Developing Multi-skills

Production fluctuations, production line improvements, etc. mean that

subsequently adjustments must be made in work procedures,
combinations, and working sequence, etc. [3]

To do this smoothly, it's important to educate and train team members.

Ideally, in all departments, team members will master the skills of their
own process, and, in addition, learn other skills to become multi-
functional workers.

Summary

The purpose of education and training is to stabilize production.

Developing the. multi-functional worker helps to adjust for fluctuations
in manpower, machinery, materials, etc. This training is an important
part of a production leader's responsibilities.

Notes

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 [1] Taiichi Ohno had a general rule of +-5% stability was needed before
he could successfully implement a kanban system.

[2]This is like the Chaku-Chaku cell operators who load and start the
machine then move to the next machine. The machine unloads or stops
at the end of the cycle.

[3] This can better explain Ohno’s comment when he questioned a

supervisor about having a JBS more than a month old. With constant
improvements and rebalancing of the line, the work content is
constantly changing.

mohsen ISSAEI 3mo

Excellence Assessor

hi
please share this handbook to [email protected]

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Narayana Rao KVSS 1y

Professor (Retired), NITIE - Now IIM Mumbai - Offering FREE IE ONLINE Course Notes

Thank you for the detailed description.

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shivaprasad K 4y
Manager - Continuous Improvement (Global Senior Master Black Belt)

Really its very much in detail.. please share this handbook to [email protected]

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 Gleison Lagares 5y
Industrial Director | Operations Director | General Manager | WCM | Operational Excelence | Lean

Dear Mark, could you share this handbook to me? [email protected]. Thank you
a lot!

Like · Reply

Anand V. 5y
Professional With Hands on Experience in Medical Device and Automotive Industry

Thank You. Please share this handbook on [email protected]

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