Time
9 hours 3 minutes
Difficulty
Beginner
CEU/CPE
9

Video Transcription

00:01
Hi, guys. Welcome to quick hits. Standard work. I'm Catherine MacGyver. And today we're gonna understand standard work and have the ability to implement standard work in our workplace. Um,
00:12
standard work is one of the
00:14
foundational things in Lean and six Sigma. If you continue to progress to your green and your black belt, this is something that we will go into huge amounts of death. It can be very formulaic. Lee derived.
00:27
I promised you at the beginning of the courts that we weren't going to do a lot of math. So I'm going to go over the formulas with you, but not really discussed
00:35
anything outside of basic examples. If you are interested in more, this is a great example to or this is a great concept toe look into when you start looking at your green in your black belt.
00:47
All right, So what is standard work? Standard work is the best way to complete a process. It's the most efficient way to complete a process. You can also hear this described as best practices another way that you'll hear this described as especially when you start getting the higher levels of process. Improvement
01:03
is process entitlement. What that means is
01:07
all things being constant, no changes to your process. What is the absolute best case scenario that you can get your work done in? So, for example,
01:19
I'm baking cookies. It takes me 10 minutes to gather my ingredients in 20 minutes in my oven. So there's a 30 minute I baked the same batch of cookies next week. It takes me seven minutes to gather my ingredients because I kind of know where they already are. And
01:34
maybe I'm just moved hustling a little bit more today, and it's a warm day outside, so it only takes 17 minutes in my oven. Now that 24 minutes as compared to my 30 minutes, is going to be my standard work or my best practice because I confined my ingredients faster.
01:53
Five us coming up later on in the course
01:57
important to note that standard work is different than standardization. So if you remember when we went over organization on the church, the model and we talked about standardization is the same people doing the same work every day.
02:12
Standard work is going to be the higher standard. So think of this as not we do the same work the same way, but we're holding ourselves to a higher standard. These we're going to be our best case for our organization in our process.
02:30
Standard work is comprised of three elements. So we have tact time, which is the rate of production as dictated by the customer. We have cycle time, which I know you guys have heard me mention up until now and will continually mentioning is how long does it take to complete the process?
02:47
And then we have work in progress, which is a new concept.
02:52
Um, where what is currently in flight
02:57
attack time is a key lean six sigma metric. So when we start talking about the voice of the customer or demand, we're talking about our attack time and whether or not we can meet that with our current resource is allotted, it is how often a customer wants something
03:15
so the formula is
03:17
time divided by demand. The example that I'm going to give is a pizza place. If our customer wants 10 pizzas in a 10 hour shift, our attack time is one hour per pizza. That's how much time we have to complete the process to meet customer demands.
03:36
It cannot be measured with a stopwatch.
03:38
And as you get further in your training, there's a little bit of sophistication that comes around this because we do understand that there's also a level loading issue. If you have all 10 customers ordering those 10 pizzas at noon, which is five hours into your shift, you really actually have attack time
03:58
of 1/2 hour per pizza
04:00
and we'll get more in depth. Like I said, I promised you guys not high level math in Yellow Belt. But as you progressive here, this is something you're crazy about. It'll show up very, very strongly in Greenbelt
04:11
Congress Lee Cycle Time. How long does it take to complete a processor? A task? This is completely independent of your customer. This is you as an organization. How fast can you do it? So we go back to our process entitlement and what is our best case scenario? For me, it's 24 minutes for making cookies instead of 30 minutes.
04:30
But our cycle time is generally reported as an average because there is very ability and processes
04:36
in perfect world as we're seeking perfection because we're following lean principles is that there is no variability, but we do understand that. So, generally speaking, this is where we report our mean in our standard deviation. When we start getting more statistical
04:54
cycle, town can be measured with a stopwatch. This is one of the most common things you see time studies for how long does it take for us to complete each step in the process? How long does it take for me to gather ingredients for my cookies? How long does it take for me to bake? How long does it take for them to cool before we can eat thumb
05:13
work in progress? So this is work that husband started but is not yet completed. So we talked about my cookies. We're gonna go back to the pizza oven if you have a 10 hour shift that starts at noon and goes till 10 p.m.
05:30
But you had somebody who started at 10
05:32
and already has three pizzas because they've got one that's ready to be boxed, one that's in the oven and one that's on the prepping table. You actually have three pizzas ready to go for that 10 hour requirement in your 10 hour shift eso work in progress is very important
05:50
when we start factoring our attack time as faras When do those
05:56
items start populating into the process? It is also called inventory and inventory turns. So when we're shifting our cap from a lean six sigma professional thio a manager inventory in inventory turns is a very common metric in supply chain management. So
06:15
where we at and how frequently do recycle that inventory?
06:19
Staying in our management realm. This is key to the call to cash mint measure. So if we think about our work in progress with cars on the production line and you walk into a dealership and you say I want a red sedan, they're gonna call the factory and be like, Hey, what's the league time on a red sedan?
06:39
Oh, I've got one that's being painted right now. We can deliver it in two days
06:43
or oh, I not gonna be able to get that done for two weeks. So they called a cash manager is very important in a finance world of how quickly can we go from initial contact with our client to get paid?
06:59
Um, when we're talking about why standard work matters we have a couple of major. Oops, he's, um The 1st 1 is in scenarios where attack time is, say, an hour. But cycle time is two hours, so your attack time is smaller than your cycle time. Or conversely, your cycle time is larger than your attack time.
07:18
These are the most common causes for,
07:20
um, make projects. So when your customer wants 20 pizzas in a 10 hour shift, but you can only produce 10 pizzas in a 10 hour shift, this is why we want to dio a gin make project. Um, it comes up. I call it Gypsies because it comes up is not meeting customer expectations.
07:40
So when we start talking about voice of the customer,
07:43
I waited too long. You see this a lot in service industries where I expected my food in 10 minutes and it took 12 minutes. That's Anoop Seas, cause that's in this for happy customers. Me equal happy, cos
07:57
all right. So standard work summary. Remember, this is the best practice. Not we do things the same way. It is determined by tak time, cycle, time and work in progress. So this is a formulaic Lee determined answer what is standard work, and it is very frequently used
08:15
at to determine projects and process improvement. Focus.
08:18
All right, guys, next up is going to be our Just do it. So thank you. And I'll see you there.

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