Improvement based on standardized work:

An implementation case study

Julio Cesar Fin1, Gabriel Vidor1, Ivandro Cecconello1, Vanessa de Campos Machado1

1 University of Caxias do Sul

Abstract
Standardized work is an effective way for process improvement, especially when it is applied to
manual tasks such as assembly lines. This tool is part of Toyota Production System and based on
wastes reduction. Thus, the objectives were to implement standardized work in a medium chassis
assembly line and measure the benefis from optimization of operators’ tasks and movement
through waste reduction. In order to achieve these results, a single case study was performed in a
medium chassis assembly line that is part of a company in South Brazil. The steps involved:
defining the object of study; time measurement and takt time definition; creating a production
capacity sheet; defining the minimum number of operators and balancing the line; determining
minimum work in process; defining the new layout; creating a standardized operations sheet and
a standardized operations routine sheet; training and implementing standardized work; and
verifying the results. Results show 36 minutes reduction in terms of assembly time and 200
meters reduction in terms of operators’ movement on average. Other contributions regard the
9.6% reduction in terms of the assembly line downtime.

1 Introduction:
Process improvement in organizations has been increasing, given the current market
competitiveness reality. When market demand increases, companies need to control wastage,
inventory and overproduction. Whereas low demand does not favor development, is even more
important that resources be used effectively to keep organization’s competitiveness. Hence, it is
not enough to invest in technological innovations; however, it is also necessary to ensure space
and operations optimization in the manufacturing floor.

This article aims to implement a standardized work method in an automotive company, as a way
to identify waste and improve processes without major investments. Based on activities’
mapping, workstations transfer, workforce task adjustment, and by improving inventories’
location, it is possible to obtain significant improvements.

According to Monden (2015) and Dennis (2008) task standardization aims to guarantee that both
material and human resources utilization are performing optimally. By thoroughly studying an
activity and having the concepts clearly stated, it is possible to verify details, irregularities and
wastes that, when added up, represent a big potential to system improvement.

Standardized work method can be developed in several ways in manufacturing and services
operations, not limited to the automotive industry. By applying the concept, tools, and
techniques, the entire process can be improved, aiming better results. So, companies can seek the
optimal process, considering the conditions and available resources.

Medium chassis market is a highly-pursued segment by car factories; thus, it is consequently

extremely competitive. Due to a broad highway network and extensive urban centers in the
Brazilian territory, there is always demand for this type of product. In order to ensure a bigger
market share in this business field, companies need to constantly invest in improvements and
updates. By standardizing assembly processes, it is possible to assure rework reduction and field
problems, hence, guaranteeing greater reliability to the final customer and providing better
overall results.

Standardized work increases productivity, besides reducing rework index. When dealing with
manufacturing tasks that involve running multiple activities, this repeatability creates a logic
sequence that reduces errors and waste probability.

2 Theoretical Background :
Companies all over the world are adopting the lean thinking that is based on the Toyota
Production System (TPS) (Morgan et Liker, 2006). By deeply studying the system, one can
notice that its concepts are supported by two pillars: Just in Time and Autonomation. Since the
beginning of TPS many tools were developed and can still be used to intensify the effects
reached in differente industries. Among these tools, it is worth citing: Kanban system, Poka-
yoke, 5S, factory layout, Single Minute Exchange of Die (SMED) and standardized work
(Rodrigues, 2014).

Monden (2015) affirms that standardized work, as well as other TPS tools, is based on
production time control activites and workforce balancing, quality improvement and lower
production cost. By applying the tools proposed by this method, it is possible to create a stable
system that can be applied to any production line in order to achieve constant and effective
results.

2.1 The Production Mechanism

To study TPS, one needs to understand the production mechanism as a whole. It is reasonable to
analyze what happens in production under two perspectives. By observing the material and
services and ideas flow, thus, the process can be defined. Meanwhile, the work performed by the
manpower, machines and equipment represents the operations. Both process and operations are
connected; however, they must be analyzed separately as to accomplish system improvements
(Antunes, 2008).
Process is the path travelled by raw material so it becomes a product, representing its flow from a
raw material inventory to finished products. Meanwhile, operations regard the interferences
made by workers to the material through the process. A deep process improvement analysis has
to be performed prior to any attempt to enhance operations, in order to maximize production
efficiency (Shingo, 1996).

There are two ways to improve processes. First, the product can be sharpened, and then the
manufacturing processes are enhanced either through production engineering or technology
application. The first stage investigates the best way to design the product, while sustaining
quality and reducing production costs. The second stage pursues means for product
manufacturing, resulting in machine speed variation and changes in temperature and tools
(Shingo, 1996).

As addressed by Shingo (1996) and Antunes (2008), operation denotes the work performed on
the material, and it can be classified in setup and principal.

Shingo (1996) declares that principal operations include essencial and incidental operations.
Essential operations are described as stated below: (i) processing - products manufacturing and
assembly; (ii) inspection - products quality inspection; (iii) transportation - change in products’
position on the shop floor; (iv) storage - keeping or storing parts and finished goods in shelves,
boxes, etc. Incidental operations are run immediately before or after essential operations are
performed, that is, the former requires the execution of the latter (Antunes Jr., 1994).

2.2 Production Process Wastes

Wastes can be primary: excess of personnel, inventory and equipment; or secondary, which is the
consequence of primary wastes. One can consider that primary wastes are spread all over the
factory and, consequently, lead to an increase in terms of admnistrative overall expenses.
Regarding management, it is necessary to understand the wastes generated during the process,
specially their causes. By tackling the primary wastes, secondary wastes will gradually decrease
(Silva, 2008).

Regarding wastes elimination, it is mandatory to completely identify them according to what

Shingo (1996) identified in the TPS and named "7 Wastes", as shown below: (i) overproduction;
(ii) delay; (iii) transport; (iv) processing; (v) inventory; (vi) motion and; (vii) defective products.

The seven wastes are directly related to the production mechanism; therefore, they are related to
process and operations.
2.3 Standardized Operation Concept
Standardized work is the safest, easiest, and most efficient way to perform a task; however, there
is not only one way to do it. Standardized work has to be designed by the workers and be used as
a basis for improvement, since the lack of stability and standardization could result in no
production in a just in time system (Morgan et Liker, 2006). It is important to understand that
activities are continually modifying themselves, since the process can and should always be
improved (Dennis, 2008).

Standardized work goals are the pursuit of high productivity, through activities that are not hard,
but efficient and active: to reach production line balance among all the process and to reduce
production time and determine the minimum lot process, thus eliminating inventory and wastes
(Monden, 2015).

2.4 Standardized Work Elements

To execute standardized work, it is mandatory that exact procedures are determined to be
executed by each operator, based on some elements. Among several authors there is an
agreement in terms of the elements of standardized work, which are: takt time, work sequence
and standardized inventory.

a) takt time is the amount of time needed to produce one unit of a product, it is given by the ratio
between available time and production demand (OHNO, 1997);

b) work sequence is the order that tasks must be done by the operator in the determined cycle
time (Monden, 2015);

c) standard in processstock is the minimum quantity of work in process needed so the operator
can perform the process, avoiding work interruption while the machine runs (Dennis, 2008).

2.5 Standardized Work Application Method

The method described by Monden (2015), along with some concepts declared by Dennis (2008)
form the chosen basis to develop this article, since it is complete and provides details about the
effective application of the presented concept. Thus, the main steps to apply standardized work
in a company are: (i) set time to produce one unit; (ii) elaborate production capacity sheet; (iii)
determine the standardized operations routine; (iv) prepare the standardized operations sheet and;
(v) train and verify the personnel.
2.6 Determine the Number of Operators
According to Antunes (2008), the definition of the number of operators is calculated by dividing
the total manual time (all the manual operations performed in the cell or line) by the average
output time between two units (takt time).

In assembly lines, most of the production times regard manual work; therefore, line capacity is
highly connected to operators’ training. This situation requires operators’ flexibility so the
system can ideally work (Antunes, 2008).

2.7 Balance
Shingo (1996) declares that time and motion studies drive 10% to 20% decrease in operation
time. It can be done by improving motion and guaranteeing operational procedures such as parts
placement, items alignment, and easy access to components and fixed positioning of
components.

Assembling processes does not always occur in an assembly line, since they can also be the
combination of two or more manufactured or purchased components in one assembly. Given that
assembly time is longer than the individual manufacturing time for each component, the amount
of work should be divided in working stations, and each working station should be determined
and balanced (Salvendy, 1992).

Salvendy (1992) defines a precedence diagram, in which the assembly process is arranged in
tasks to form a sequence, that is, for one task to be performed it is mandatory that the previous
tasks have already been completed. Along the sequence of tasks, the takt time and minimum
number of stations have to be determined.

3 Method :
Based upon the theoretical study conducted in the previous session, an implementation flow was
planned, containing the stages to be followed so that the standardized work is implemented in the
medium chassis assembly line, as shown in Figure 1.
Figure 1. Standardized work implementation flow

Source: the authors (2016).

During stage 1 all data regarding product and process were collected, as well as information on
demand forecasting and production capacity.

Stage 2 consisted of the time measurement of each task performed in the assembly line, as to
double-check stablished time. Assembly line’s takt time is defined based on data on monthly
production and assembly line’s operation time.

The production capacity sheet was elaborated during stage 3, and includes assembly line
processes’ execution order, processes’ names, main machines and devices used in the processes,
workstations’ cycle time and production capacity.

The operations were distributed along the steps during stage 4, taking into consideration takt
time as the limit to add operations in each step, as well as constrains in terms of equipment,
personnel, and storage area.
The adjustments proposed on stage 5 considered layout constraints, such as available area,
products dimensions and hallways arrangement. During this stage, the best distribution of parts
storage along the assembly process was implemented, in order to reduce motion and inventory
wastes.

For stages 6 and 7, the Standardized Operation Routine Sheets were developed, containing the
sequence of tasks the operator must follow, as well as the time allotted to perform each task; and
the Standardized Operations Sheet, that consists of the workstation layout, the standard-in-
process-stock and important items, and the requirements regarding quality and safety.

After the documents specified in the previous stages were approved, stage 8 required the training
of the maximum number of operators in the proposed tasks, so they would be able to keep the
standardized work even when there are absences or employee turnover.

After finalizing stages 1 to 8, the standardized work method was already internalized by the
operators, so the assembly line performance was constantly checked, as to verify if the steps
proposed were followed and operations standard was maintained.

4 Case Study:

4.1 Object of Study

This research was applied to a medium chassis assembly line in a company in South Brazil. The
company is part of the automotive sector, since it manufactures tractors, trucks, chassis for buses,
utility vehicles, motors, and generator sets. The assembly line performance was measured before
and after the implementation of the standardized work method to check if the goals were
achieved. The chassis model assembled in the assembly line is shown in Figure 2.
Figure 2. 3D illustration of a finished medium chassis.

Source: company’s collection (2015).

The assembly cell is line-shaped, dividide in seven stages, consisting of parts pre-assemblies in
areas next to the main assembly line. Regular products’ parts inventories are located in shelves
beside each stage, while the items with greater demand and surplus invetory are held in specific
logistic storage rooms.

4.2 Timekeeping and Takt time Definition

Initially, each operation was clocked, and all the assembly line operation time periods were
compared, updated and registered in the information system. The main elements clocked were:
assembler motion to the parts’ inventory or to the tools’ cart, position and assemble parts.

Considering only complete products assembled monthly that every month is 20 business days
long, and the assembly line’s daily operation time is 528 minutes long, takt time can be
determined according to Formula 1:
4.3 Production Capacity Sheet

In each stage of the assembly line several operations are performed, as well as many actitivities
within each operation. In order to develop the Production Capacity Sheet, each stage’s capacity
was considered, as shown in Table 1.

Table 1. Production Capacity Sheet

Source: the authors (2015).

4.4 Operators Number and Balancing

In order to determine the number of operators in the assembly line, it is necessary to consider the
time measured and the fatigue factor in each stage of the line individually, after divide this result
by the takt time. When adding up the found values, the minimum theoretical number of operators
in the assembly line is 7.34. However, there are some aspects to take into consideration before
determining the ideal number of operators. The assembly line has a logic sequence that should be
followed for its operations. This sequence is determined by constraints on some machines and
fixed devices in the assembly line, parts that must be assembled before others, and the continuity
among the vehicle’s systems.

The results shown on table 2 resulted from the topics mentioned above and by using the
instructions previously provided to calculate de number of operators.
Table 2. Operators number

Source: the auhtors (2015).

The process’ constraints decreased operations’ balance efficiency, since it is required to increase
the human resources in the execution of several activities. Formula 2 below presents the formula
to determine balance efficiency.

Formula 2. Balance efficiency

4.5 Work in Process and Layout Change

Each stage has a designated area that is 15 meters long and seven meters wide in order to fit the
product that is assembled, as well as enough space for operators to walk, and a storage area for
parts that are used during the process. These subassemblies are the closest to the place where
they will be assembled as possible.
The subassembly processes are next to the assembly line so they are assembled in the products
afterwards. In order to control the amount of subassembly sets, along with the process instruction
sheet, a controling sheet is distributed for each subassembly at the beginning of the shift.
Therefore, the assemblers will not preassemble more sets than it is daily required.

As to promote all the changes in the assembly line, the continuous improvement tool kaizen was
used, since it is the basis for TPS. Through this tool, all the actions required to adjust the
assembly line to the proposed model were planned and executed in one week. The main activities
performed in the assembly line are listed below:

a) 58 obsolete items were withdrawn from the assembly line;

b) 44 boxes of parts were adjusted to fit the changes in their placement;

c) high demand items and the heaviest parts were moved closer to the the assembly line, so it is
easier to access them and supply them to the line by using forklifts;

d) a central for bateries for the electric screwdrivers was created;

e) development, adjustment, and improvement of devices and tools’ carts.

4.6 Standardized Operations Routine Sheet

For each workstation, a Standardized Operations Routine Sheet was elaborated as shown in
Figure 3. In order to develop this sheet, six types of activities were defined: operation, operation
by two people, operation by crane, transportation, inspection and waiting time. This distinction
allows visualizing the charts and verifying that the crane is the resource with the biggest usage
limitation, and the activities that must be done at the same time, when there is more than one
operator at the same stage.

Figure 3. Example of a Standardized Operations Routine Sheet

Source: the authors (2015).

By achieving the optimal line balance among the tasks in all the stages, it is not necessary to
have standard-in-process-stock which can be considered the ideal process.

4.7 Standardized Operation Sheet

The Standardized Operation Sheet was developed and made available at each workstation, as
well as the Standardized Operation Routine Sheet. This sheet describes safety and quality items,
work in process, and operators’ optimal movements at their workstations in order to achieve
better results, as shown on Figure 4.
Figure 4. Example of Standardized Operation Sheet

Source: the authors (2015).

This sheet shows the layout of the stage analyzed, so it is easier for the operator to understand
the tasks’ order and movements to be done by visualizing the layout. It also makes possible to
verify whether the taks are done the best way possible, and it helps when there are new operators
to be trained.

4.8 Training and Implementation

The successful implementation of the lean thinking depends on training programs after the
introduction of TPS philosophy. Thus, a meeting with all the operators and the specialized
assembler was organized so the project was proposed and specified, as well as the method’s
objectives and its benefits. The importance of performing all the activities in the established
order was explained, as a requirement to achieve the best resources’ use and enhance workforce
labor.

The Standardized Operation Routine Sheet and the Standardized Operation Sheet were showed
to the operators and the meaning of the information on them was explained. The method’s
objective was enlightend by showing the operators that all the assembly processes would be
easier and productivity would be improved after the implementation. The importance of using
and paying attention to these two sheets together was highlighted, since the information on them
is complementary.
The operators easily accepted the method proposed, because they realized this technique aims to
make everyone’s activities easier in the workstations. During the training, operators’ questions
and doubts regarding the material presented were answered, and their suggestions for future
improvements were recorded.

After the training, all the material developed was released along the assembly line. First, the
sheets were introduced to the line’s supervisor and specialized assembler, then they verified the
activities order and the established time, so they approved the document. Parts and tools’
positions were double-checked, to insure operators’ minimum movement when searching for
them during the assembly process.

To maintain the standardized work, it is important to verify periodically any changes in the
process that may modify the operations performed. The company has to consider and make
feasible product modifications, process improvements, purchase new tools and devices, so that
process data and personnel involved are always up to date. The process engineering department
is held responsible for conducting this activity, along with the assembly line staff and other
departments that may be involved, such as quality and supply chain departments.

4.9 Results’ Verification

The results were verified after one month the operation started using the new method, so the
operators were used to the new process, to the new parts’ places, and had already achieved a
regular work pace.

The assembly time was decreased by 36 minutes when compared to the situation prior to the
standardized work implementation. By transferring some activities to subassembly stages next to
the line border and moving parts to the inventory, operators’ movements were optimized,
reducing 200 meters on average and 5 stoppages to look for parts and tools for each vehicle
assembled. Thus, it is possible to affirm that the focus of standardized work was kept during its
implementation.

Therefore, the proposal of this study was legitimate, since positive results were achieve as
described above. Moreover, standardized work is based on people’s commitment, so the
assembly line staff will continue working towards process’ continuous improvement, eliminating
failures and wastes and pursuing manufacturing excellence.
5 Conclusion:
The stages proposed to apply standardized work method in the assembly line were effective
regarding the achievement of the goals established. The general objective presented was
accomplished, since all the stages proposed were completed and the method proposed was
implemented.

The Standardized Operations Routine Sheet and the Standardized Operations Sheet granted tasks
order standardization. In order to complete stage 4, the minimum number of operators and
operations’ balancing was determined by dividing the workload, so the activities could be done
within the takt time established, and taking the constraints into consideration. By adjusting the
layout and determining minimum work in process inventory, the wastes found in the process
were reduced, benefiting the supplying process performed by the logistics department. And the
entire assembly line was better settled.

The way the Standardized Operation Routine Sheet and the Standardized Operation Sheet were
developed assists visual management, since it is possible to verify activities’ sequence, and
identify potential improvements and problems easily.

Nowadays, the greater constraint the assembly line faces is a substantial lower demand,
compared to the assembly line’s production capacity due to the economical crisis that is harming
the entire industrial sector.

Among the results, it is worth citing that the cycle time was reduced by 15%, operators’
movement was decreased by 34.5%, and downtime was reduced by 9.6%. These results attest
that the method employed is robust and represents real improvement opportunities.

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