STANDARDIZATION OF TASKS - Henry Ford Health System
STANDARDIZATION OF TASKS - Henry Ford Health System
STANDARDIZATION OF TASKS - Henry Ford Health System
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LEAN Training 2010<br />
<strong>STANDARDIZATION</strong> <strong>OF</strong> <strong>TASKS</strong><br />
Anjna Gandhi, MT (ASCP)<br />
QA Education Coordinator<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Learning Objectives<br />
Objectives<br />
LEAN Training 2009<br />
2010<br />
At the conclusion of this session, the participants will be<br />
able to:<br />
<br />
<br />
<br />
<br />
<br />
Understand what are Standards, Standardization and Standard Work and<br />
their importance in forming the foundation of Lean<br />
How we can standardize any work process and maintain it in our<br />
work environment?<br />
Benefits of Standardization and Standard Work<br />
Demonstrate via video:<br />
‣ How and where variation exists in performing tasks<br />
‣ Identify and eliminate the variation by performing tasks the<br />
most efficient way<br />
‣ Establish best practices or the most efficient way of<br />
performing tasks<br />
Understand that standard work secures improvement and is a neverending<br />
process……….<br />
<strong>Henry</strong> <strong>Henry</strong> <strong>Ford</strong> <strong>Ford</strong> Production <strong>System</strong>
PRINCIPLE 6: Standardization<br />
PRINCIPLE 6: Standardization<br />
LEAN Training 2010<br />
Standardization of tasks<br />
is the foundation for continuous improvements<br />
& employee empowerment<br />
“Today’s standardization,<br />
instead of being a barricade against improvement, is the necessary<br />
foundation on which tomorrow’s improvement will be based.<br />
-<strong>Henry</strong> <strong>Ford</strong><br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
What is a Standard?<br />
What is a Standard?<br />
A standard is a rule or example that<br />
provides clear expectations<br />
LEAN Training 2010<br />
Identify, set and improve standards<br />
Baseline for all improvement activities<br />
Specific and scientific-based<br />
Standards must be adhered to,<br />
documented and communicated<br />
Poor communication of standards<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
What is Standardization?<br />
What is Standardization?<br />
Standardization is the practice of setting,<br />
communicating, following and improving standards<br />
LEAN Training 2010<br />
Promotes consistency<br />
You define the process so that everyone knows what it is and can<br />
follow it<br />
Everyone must practice the standards consistently before<br />
standardization truly exists<br />
“Standardization is something that all of us take for granted”<br />
- W. Edwards Deming (Out of the Crisis)<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
What is Standard Work?<br />
What is Standard Work?<br />
The current one best way to safely complete an activity<br />
with the proper outcome and the highest quality<br />
LEAN Training 2010<br />
Agreed-upon set of work procedures<br />
Each step in the process should be defined<br />
and must be performed repeatedly in the<br />
same manner<br />
Removes variability; enemy of quality<br />
improvement<br />
Maximize performance while minimizing<br />
waste; requiring costly rework or scrap<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Improvement of Operations for<br />
Standard Work<br />
LEAN Training 2010<br />
Improvements in standard work can be focused on<br />
many aspects of production or service operations:<br />
Flow of materials or patients<br />
Shifting from specialization to<br />
multi-skilled workers<br />
Improvement in motion<br />
Establishing rules of operation<br />
Prevention of defects<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
How To Standardize Work?<br />
How To Standardize Work?<br />
Define the task and the details of the<br />
task (CONTENT)<br />
LEAN Training 2010<br />
What order do the tasks happen?<br />
(SEQUENCE)<br />
How long does it take to process?<br />
(TIMING)<br />
Where are the tasks taking place?<br />
(LOCATION)<br />
What result is clearly expected?<br />
(OUTCOME)<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Steps for Creating Standard Work<br />
Steps for Creating Standard Work<br />
1. Identify the work process the team seeks to improve<br />
<br />
<br />
<br />
Select the output for which you want to define a work standard<br />
Gather information about the metrics used to measure this output<br />
Gather group’s current performance on each metric<br />
LEAN Training 2010<br />
2. Document customer requirements<br />
3. Verify that the output merits a work process standard<br />
<br />
Use the customers' key requirements to detect unwanted output features<br />
and uncover ways to incorporate wanted features.<br />
4. Build a description of the target standard work process<br />
<br />
<br />
<br />
Create a process overview using information from all the performers of the<br />
work process<br />
Be sure to involve representatives from all interfacing work processes<br />
Obtain approval of all the team members that interface with the work<br />
process<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Steps for Creating Standard Work:<br />
5. Document the various ways the work is performed<br />
<br />
Map the different ways the team members accomplish the work to produce<br />
the same output<br />
LEAN Training 2010<br />
6. Evaluate the variations in the process<br />
<br />
<br />
All team members perform the evaluation<br />
Establish two criteria for decision-making:<br />
The selected work standard must define a procedure that<br />
accomplishes the purpose of the work process, and<br />
The selected work standard must minimize waste<br />
7. Establish the selected best practice as the work standard<br />
<br />
<br />
Using the results of the evaluation, have team members decide on a work<br />
process map to identify their customers/ suppliers<br />
Work with the team lead to determine when the work standard will be<br />
implemented, how the team members will be prepared to use the standard<br />
successfully, and how compliance with the standard<br />
will be supported<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Steps for Creating Standard Work:<br />
8. Document metrics and a method of measurement for each<br />
<br />
Your metrics should calibrate how well the process and output satisfy customer<br />
requirements and operate with maximum efficiency<br />
LEAN Training 2010<br />
9. Make performance information transparent to all<br />
<br />
<br />
Find ways to visually represent how the work process should be performed and<br />
how much and how well the work process is operating against its metrics<br />
Every participant in the process is expected to track its success and use this<br />
information to stimulate his or her thinking about how it could<br />
operate even better<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Spiral of Improvement in Standardization<br />
Spiral of Improvement in Standardization<br />
LEAN Training 2010<br />
2.<br />
Creating standard<br />
operations<br />
(setting higher standards<br />
for operations)<br />
3.<br />
Making operations<br />
transparent<br />
(understanding current<br />
operations)<br />
LEAN<br />
FACTORY<br />
REVOLUTION<br />
1.<br />
Finding problems and<br />
making improvements<br />
4.<br />
Flushing out further<br />
problems<br />
(setting a cycle<br />
time standard)<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Managerial Support<br />
Managerial Support<br />
Support teamwork and ownership of the process<br />
by every operator<br />
LEAN Training 2010<br />
Reward operators who make improvements<br />
Allow (don’t punish) mistakes and encourage<br />
experimentation<br />
Create a system for capturing and implementing<br />
employee suggestions<br />
Offer training to every operator on improvement<br />
methods<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Guidelines for maintaining Standard Work<br />
Guidelines for maintaining Standard Work<br />
<br />
Establish standard operations<br />
<br />
Make sure everyone understands the<br />
importance of standard operations<br />
LEAN Training 2010<br />
<br />
<br />
<br />
<br />
Post visual displays to remind everyone of the<br />
importance of adhering to the standards<br />
Post graphic and text descriptions of the<br />
standard operations so that workers can<br />
compare their work and refer to the standards<br />
at all times<br />
Hold leaders responsible for maintaining<br />
standard work. Conduct audits of adherence<br />
to standard work<br />
<strong>System</strong>atically pursue the establishment of a<br />
new, higher lever of standard work<br />
Good communication of standards<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Benefits of Standardization and<br />
Standard Work<br />
LEAN Training 2010<br />
For the Company:<br />
<br />
<br />
Reduced variability, reduced waste, and<br />
reduced costs<br />
Improved quality and shorter, more<br />
predictable lead times<br />
For the Operator:<br />
<br />
<br />
<br />
Easier to learn new operations<br />
Easier to shift to different operations within a cell<br />
or operations in other cells or work areas<br />
Easier to see problems and contribute<br />
improvement ideas<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
LEAN Training 2010<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong><br />
Q & A
Video Presentations<br />
Video Presentations<br />
Video Observation:<br />
“Cutting and Embedding Tissue Process in the Histology Laboratory”<br />
LEAN Training 2010<br />
‣ While watching the video, identify the variations in the process<br />
‣ As a group, we will discuss our findings<br />
‣ Observe a side-by-side recap of each step demonstrating the<br />
variations between the workers – creating some type of waste<br />
‣ As a group, standardize the process to ONE best way<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Cutting and Embedding Tissue Process<br />
in in the Histology Laboratory<br />
LEAN Training 2010<br />
Step 1:<br />
Fill water bath with water.<br />
Step 2:<br />
Create labels for specimen.<br />
Place blocks on ice (only one case at a time).<br />
Label slides.<br />
Step 3:<br />
Trim blocks/case and place on ice (trimming the block before putting it<br />
on ice can help water penetrate and soften hard tissue).<br />
Spray to soften tissue.<br />
Step 4:<br />
Cut sections and place in water bath.<br />
Step 5:<br />
Place specimen sections on respective slides.<br />
Step 6:<br />
Clean water bath.<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Take Home Lessons<br />
<br />
Standards, standardization and standard work<br />
are not only the result of initial improvement,<br />
they also drive continual improvement<br />
LEAN Training 2010<br />
<br />
<br />
<br />
Standard work functions as a diagnostic tool,<br />
exposing problems and inspiring continuous<br />
improvement<br />
Standardization is not only adherence to<br />
standards but also the continual creation of new<br />
and better standards<br />
As the standard is improved, the new standard<br />
becomes the baseline for further improvements,<br />
and so on…….<br />
Standard Work is a NEVER-ENDING process….<br />
Subject to PDCA<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Q & A<br />
LEAN Training 2010<br />
References<br />
Standard work for the Shopfloor/ Created by the Productivity Press Development Team, 2002<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>