Lean Production Planning - Standard Work

welcome to complexity made simple my name is paul allen and before we get on to today's video just a reminder of how you can support the channel please subscribe please leave comments on all the videos because that really does help but if you want to support the channel further there is a donation page please go to buy me a coffee and leave a donation which is always fantastically helpful keeps the channel keeps the channel moving and allows me to make all of this fresh material but if you want a textbook that contains all the good stuff from the videos please click on the link and buy drink tea and read the paper from lulu.com all of these things really help the channel thank you to all the people that continue to buy this textbook it really is fantastically helpful now let's get on to today's video welcome to the latest video and in this video newsletter what we're going to do is continue the discussion about standard work and how it is the centerpiece of lean implementation so yesterday i released a video which said lean the centerpiece of lean is all about standard work and now we know that we can revisit some of the other videos that i've released where i talk about level scheduling and why that is the first thing you have to do you've got to walk into your production planning department and you've got to stop have a hunch build a bunch planning you have to put standard work there first so let's you know talk about this 5s what is it standard work tpm standard work um you know having a milk round standard work setup reduction single minute exchange of dies what is it it's it's standard work so all of these things are standard work and then one of the things we talk about is you know level [Music] level scheduling and what is it well it's standard work and this has to come first because without this none of this works none of the other things that you're trying to do will actually work and you won't tend to want to do this while smed is probably the the least affected by level scheduling you won't want to do it because what you'll want to do is just build bigger batches yeah you go we don't have to do smed we just build bigger batches and you destroy your customer service if you do that so let's talk about why level scheduling has to come first let's start at the top 5s what's the sort of things you're going to do in 5s what standard work are you going to do well you're going to define you're going to define things like the layout which is going to include of course areas defined areas for input and output materials okay so let's just stick with that for a second so you're doing 5x you're trying to create a standard layout so that you can apply standard work but of course when you come to do this when you come to make this calculation what are you going to ask well you're going to ask so much material do i need how do i calculate what area i'm going to need well what happens next this famous phrase will pop up and someone will say well it depends well it depends on what well it depends what the plan says because if the plan asks for a lot of something you might need a big area for input material if the plan asks for a little of something you might need very little area for input material and don't forget one of the things that you're going to do one of the things that's standard work when you're doing any kind of warehouse any kind of any kind of work in progress so warehousing and storage what do you have fixed locations [Music] fixed quantities standard work in your warehouse standard work for handling your work in progress standard work for handling inputs and outputs but you're going to go fixed location well how much space do i need well it depends it depends on what the batch size is because if you change the batch size if you constantly change the plan the purchasing system will buy a bucket load of material for the next order then the next plan is a small amount and it will have a small amount of nobody wants to do this when this is swinging around so i cannot do standard work here while this doesn't have standard work just isn't possible because everybody says it depends i cannot do standard work here when this swings around same problem raw materials are coming and going in varying quantities it is impossible to do standard work here when you don't have standard work here what else have we got tpm well again standard work you know we need to be able to do standard maintenance at standard times etc and of course what are people going to do and say well how much time have we got to do total productive maintenance someone will go well well it depends what does it depend on depends on the schedule because sometimes you've got a heavy schedule sometimes we've got a light schedule and the schedule's doing this so you can't you can't do this correctly the milk round the thing about the milk round is it is it has a repetitive time usually so it comes round at repetitive times just like the milkman every morning at six o'clock the milkman used to deliver in the uk and because it has repetitive times because it's got to pick up what's needed at that particular moment so let's see it's once an hour now again if the schedule is all over the place these hourly early deliveries probably don't make any sense and sometimes they're delivering a bucket load of material sometimes they're delivering no material because the schedule is moving around nothing works in lee while this is have a hunch build a bunch it's got to go and what you've got to do it's very simple everybody says my demand changes yes we know that demand isn't actually identical all the time but you cannot predict this blue line there is no point running your mrp and trying to predict this it is a random number it's like trying to win the lottery it's absolutely impossible everybody says i wish i had a better forecast and the reason why they say that is because they're trying to forecast the blue line don't try and do that it's very simple take the average through your demand plan the average what does that create standard work so every week you set up a plan that says i'm going to make 50 of part a 50 of part a 50 of part a bang bang bang then i can do this then i can do this then i can do this then i can do this lean only works with standard work lena only works when standard work starts in the planning department and unless you do that your lean implementation will be words only and you'll never get the optimized just cash building company that you're trying to create start with level scheduling then put standard work in create a lean system with even fast flowing materials through your factory and you'll just make bucket loads of cash i mean it will it's frightening how much money you could make do standard work but start with standard work in your planning department

Channel: Paul Allen

Views: 361

Keywords: Lean, Lean Planning, Standard work, Six Sigma, 5s, TPM, TPS, MSA, FMEA, Pull, Kanban, SMED, Juran, Deming, Shewhart, Histogram, Pareto, Multi-vari, DOE, Taguchi, RA Fisher, MrNystrom

Id: Mt08Z83mZmc

Length: 9min 47sec (587 seconds)

Published: Tue Oct 12 2021