Standard work is a crucial element of lean, and it’s important for every leader to understand it deeply through practice. Unfortunately, the reality is far from that.

標(biāo)準(zhǔn)化作業(yè)是精益生產(chǎn)的一個(gè)關(guān)鍵要素，對于每一位領(lǐng)導(dǎo)者而言，通過實(shí)踐去深入了解標(biāo)準(zhǔn)化作業(yè)是非常重要的。不幸的是，現(xiàn)實(shí)遠(yuǎn)非如此。

Many companies are still reluctant to implement standard work in their process, and there are some common reasons why this happens.

不少公司仍然極不情愿的在流程中實(shí)施標(biāo)準(zhǔn)化作業(yè)，出現(xiàn)這種情況，是有一些普遍的原因。

1. There is confusion about what standard work means.

對于標(biāo)準(zhǔn)化作業(yè)的含義有困惑。

Most people assume it means simply documenting the work. That is one small piece of standard work, but it’s much more than that. Throughout the rest of this article, and in the follow-on articles, we will deep dive into some key tools within standard work.

大多數(shù)人認(rèn)為，標(biāo)準(zhǔn)化作業(yè)意味著簡單地記錄工作。記錄工作只不過是標(biāo)準(zhǔn)化作業(yè)的一小塊內(nèi)容而已，但它遠(yuǎn)不止這些。在本文的剩余部分，以及后續(xù)的文章中，我們將深入研究標(biāo)準(zhǔn)化作業(yè)中的一些關(guān)鍵工具。

2. A documented process seems too rigid.

文件化的流程看起來過于死板。

When we capture the best practice of the work, it allows us to do it as good as we can, based on what we know today. If someone has a better idea, we can always change it and make it better. But if we don’t have consistency on how the work is done today, how can we figure out what went wrong when problems occur? Was the process good, but not followed? Or was the process bad and needs to be changed? If everyone does it differently, this takes much longer to figure out.Taiichi Ohno, the father of the Toyota Production System, is credited with this famous Lean quote:

“When there is no standard, there is no kaizen”

當(dāng)我們抓住工作中最佳實(shí)踐時(shí)，能使我們根據(jù)當(dāng)前所了解的，盡可能地將工作做到最好。如果有人有更好的主意，我們總是可以改變它，使它變得更好。但是，如果我們在當(dāng)前的工作上沒有一致性，出現(xiàn)問題時(shí)，我們怎樣才能找出什么出現(xiàn)了問題呢？流程是好的，但沒有遵循？或者，流程不好，需要改變流程嗎？如果每個(gè)人的做法都不同，這需要更長的時(shí)間來弄清楚到底是什么出現(xiàn)了問題。豐田生產(chǎn)系統(tǒng)之父大野耐一，通常被認(rèn)為說過以下這句著名的精益名言：沒有標(biāo)準(zhǔn)就沒有改善。

3. Standard work only applies to workers, not managers.

標(biāo)準(zhǔn)化作業(yè)僅僅適用于工人，對經(jīng)理們不適用。

Everyone has standard work, from the CEO down to each value-added associate (worker). The difference is in the percentage of their time that is “standard.” The CEO will have much less of their work standard (maybe 10%), compared to an associate who would be closer to 95%.

從CEO到每個(gè)增值的職員（工人），每個(gè)人都有標(biāo)準(zhǔn)化作業(yè)。不同的是，他們在“標(biāo)準(zhǔn)”上的時(shí)間比例。首席執(zhí)行長工作標(biāo)準(zhǔn)會(huì)比較少一些（也許10%），相比之下，一個(gè)職員的工作標(biāo)準(zhǔn)可能會(huì)接近95%。 1

4. Implementation is a one-time effort.

執(zhí)行標(biāo)準(zhǔn)化作業(yè)是可以一蹴而就的。

Once standard work is setup, it can’t be run on auto-pilot. It is an ongoing process that never finishes, and it’s closely related to the general idea of continuous improvement, which is so deeply rooted within lean.

一旦設(shè)立標(biāo)準(zhǔn)化作業(yè)，就不能讓其“自動(dòng)運(yùn)行”。這是一個(gè)永不止境的過程，這與深深扎根于精益之中的持續(xù)改進(jìn)的整體思想密切相關(guān)。

For those that truly understand Standard Work, there are huge benefits that can be gained when getting into these details.

對于那些真正理解標(biāo)準(zhǔn)化作業(yè)的人來說，進(jìn)入到這些細(xì)節(jié)，會(huì)帶來巨大的好處。

Standard work revolves around three main tools, and it’s important to understand each of them as fully as possible.

標(biāo)準(zhǔn)化作業(yè)圍繞著三個(gè)主要工具，而盡可能充分地理解每一個(gè)工具是很重要的。

-Standardized Work Process Capacity Sheet

標(biāo)準(zhǔn)化作業(yè)工序能力表

-Standardized Work Combination Sheet

標(biāo)準(zhǔn)化作業(yè)組合表

-Standardized Work Chart

標(biāo)準(zhǔn)化作業(yè)圖

Standardized Work Process Capacity Sheet

標(biāo)準(zhǔn)化作業(yè)工序能力表

The Process Capacity Sheet (also referred to as the Production Capacity Sheet) indicates the output capacity of each element involved in the process. In other words, it describes the upper limit to the output rate for each machine operating in the factory, and correlates those numbers to the actual output rate measured for each machine.

標(biāo)準(zhǔn)化作業(yè)工序能力表（也被稱之為：生產(chǎn)能力表），顯示出工序中的每一個(gè)要素的產(chǎn)出能力。換言之，其描述的是工廠里運(yùn)轉(zhuǎn)的每一臺(tái)機(jī)器產(chǎn)出率的上限，并將每臺(tái)機(jī)器的產(chǎn)出上限的數(shù)值與實(shí)際的測算的產(chǎn)出率進(jìn)行關(guān)聯(lián)。

This allows the organization to easily identify bottlenecks in its operation, especially when they’re related to improper balancing of the input/output of different nodes in the chain. Several factors come into play in calculating the production capacity of a machine, including its production time, completion time, as well as the tool change time. These can further be broken down into discrete steps, depending on the structure of the production chain.

標(biāo)準(zhǔn)化作業(yè)過程能力表使得組織能夠輕而易舉地識(shí)別出其運(yùn)營中的瓶頸，尤其在與鏈條中的不同環(huán)節(jié)的投入/產(chǎn)出不合理的平衡時(shí)。在計(jì)算機(jī)器的生產(chǎn)能力指數(shù)時(shí)，有幾個(gè)要素會(huì)起到作用，包括：生產(chǎn)時(shí)間、完成時(shí)間，和更換工裝時(shí)間。這些要素都可以被分解為更加細(xì)致的步驟取決于生產(chǎn)鏈的架構(gòu)。

Standardized Work Combination Sheet

標(biāo)準(zhǔn)化作業(yè)組合表

This sheet is used to calculate the combination of several timing factors in the production, namely the manual work time, walk time, as well as the actual processing time required by each machine involved in the process.

標(biāo)準(zhǔn)化作業(yè)組合表，被用于計(jì)算生產(chǎn)中幾個(gè)定時(shí)因素的組合，即：手工工作時(shí)間、走動(dòng)時(shí)間，以及在該過程中所涉及的每臺(tái)機(jī)器所需的實(shí)際加工時(shí)間。

The Combination Sheet is a commonly used tool in the middle stages of standardizing a company’s process, as it can show whether or not the organization is moving in the right direction, what variables need to be adjusted, and whether each specific part of the process is suitable for the current approach to standardization at all. Ideally, the information in this sheet will serve as the foundation for all future developments of the company, and the additional improvements it will implement.

標(biāo)準(zhǔn)化作業(yè)組合表這一工具，一般會(huì)在對某個(gè)公司的流程進(jìn)行標(biāo)準(zhǔn)化的中期使用，其可以顯示出組織是否正在正確的方向前行，需要調(diào)整哪些偏差，對于當(dāng)前進(jìn)行標(biāo)準(zhǔn)化的方法，工藝的特定部分是否合適。理想的狀況是，標(biāo)準(zhǔn)化作業(yè)組合表中的信息將會(huì)為公司未來的發(fā)展，以及即將實(shí)施的額外的改善所服務(wù)。

Standardized Work Chart

標(biāo)準(zhǔn)化作業(yè)圖

Some confuse this with the previous sheet, but it’s quite different, and shows a completely unique subset of information, which is still just as critical in the overall process. It shows the sequence in which work is performed, as well as how different operators change their position and state with regards to the machines they work with.

有些人會(huì)對標(biāo)準(zhǔn)化作業(yè)圖與上述的標(biāo)準(zhǔn)化作業(yè)組合表有困惑，但兩者確實(shí)不太一樣，標(biāo)準(zhǔn)化作業(yè)圖展示的是獨(dú)一無二的信息集合，而在整個(gè)流程中依舊非常重要。標(biāo)準(zhǔn)化作業(yè)圖，顯示的是工作的作業(yè)順序，以及作業(yè)員在如何變更他們的崗位與他們所工作的機(jī)器的狀態(tài)時(shí)是如何的不一致。

Takt time and cycle time are to be measured here as well, and the company needs to have a deeper relationship with all of its operators in order to fill up this chart properly. There are many different factors that can be taken into account when filling up a Standard Work Chart, and it’s a highly individual tool that has to be aligned with the specific operation of the company. Understanding it correctly is one of the most important points of ensuring that the process of implementing standard work is carried out correctly, however.

為了在合適地填寫標(biāo)準(zhǔn)化作業(yè)圖，節(jié)拍時(shí)間與周期時(shí)間也將被測量，而且公司需要與所有的操作員擁有深入的聯(lián)系。填寫標(biāo)準(zhǔn)化作業(yè)圖時(shí)，可以考慮很多不同的因素，標(biāo)準(zhǔn)化作業(yè)圖是一個(gè)高度個(gè)性化的工具，必須與公司的具體運(yùn)營相一致。正確理解，并確保標(biāo)準(zhǔn)化作業(yè)的執(zhí)行過程準(zhǔn)確，是最重要的點(diǎn)。

Conclusion

結(jié)論

Standard work can contribute a lot to pretty much every organization, regardless of its specific field of work. It’s a critical process that has to be understood deeply by everyone in a leadership position, and the sooner your organization decides to start implementing standard work in its own processes, the bigger benefits you’re going to see in the end. Just make sure you don’t fall for the classic mistake of considering it a completed task after you’ve gone through the first round – quite on the contrary, you’re just getting started, and there’s a lot more you’ll have to do in the future once you’ve laid the foundations for standard work.

標(biāo)準(zhǔn)工作對幾乎每一個(gè)組織都有很大的貢獻(xiàn)，不管具體作業(yè)的領(lǐng)域是什么。對于每一個(gè)領(lǐng)導(dǎo)者而言，這是一個(gè)必須被深入理解的關(guān)鍵流程，你的組織越早決定在流程中執(zhí)行標(biāo)準(zhǔn)化工作，你越有可能看到巨大的收益。確保你不會(huì)去犯典型的錯(cuò)誤-在通過第一輪時(shí)，就覺得已經(jīng)是一個(gè)完成的任務(wù)，恰恰相反，你才剛剛開始，一旦你已經(jīng)為標(biāo)準(zhǔn)工作奠定了基礎(chǔ)，你在未來還有更多的事情要做。

【特別提醒】