Standard Work

Standard work is defined by three interrelated elements. Takt time establishes the pace of production, determining how fast each task must be completed to meet customer demand. Every standard work design must fit within the takt time boundary. Work sequence defines the specific order in which an operator performs the elements of a task — from picking up the first component to placing the finished piece. The sequence is designed to minimize motion waste, prevent errors, and ensure consistent quality. It is documented with detailed step-by-step instructions, often including photos or diagrams. Standard WIP is the minimum amount of in-process inventory needed between operations to maintain continuous flow. This includes parts in machines, parts being transported, and parts in buffer positions. Standard WIP is deliberately minimized — only enough to prevent starvation — because excess WIP masks problems. Together, these three elements create a complete, repeatable description of how a process should operate. The standard work documentation is posted at the workstation and serves as both an operator reference and a training tool.

Developing standard work begins with direct observation of the current process — never from a conference room or computer desk. Watch multiple operators perform the same task and identify the best practices each one uses. Time each element of the work sequence, typically using a standardized time observation form. Combine the best elements into a single optimized sequence that meets takt time. Create three key documents: the Standard Work Combination Sheet shows the time for each manual, walking, and machine element in the sequence; the Standard Work Chart is a floor layout diagram showing the operator's movement path and the location of equipment, materials, and standard WIP; and the Standard Work Instructions provide step-by-step written and visual instructions for performing each element. These documents should be created collaboratively with the operators who perform the work — they have the deepest knowledge of the process and will more readily follow standards they helped create. Post the documents at the workstation and use them for all training.

Standard work and kaizen (continuous improvement) are inseparable. The standard is not a permanent fixture — it is the current best known method, and it should be updated whenever a better method is discovered. The improvement cycle works as follows: establish the standard, follow the standard, measure performance against the standard, identify deviations and opportunities, improve the method, and update the standard. Without a standard, there is no baseline against which to measure improvement. Without improvement, the standard stagnates and operators lose faith in it. For production scheduling, standard work provides the reliable cycle time data that schedulers depend on for accurate capacity planning and delivery date calculation. When every operator follows the standard method, cycle time variability decreases, schedule adherence improves, and quality becomes more predictable. LinePlanner benefits from standard work because consistent, predictable cycle times make the production calendar more reliable — what is scheduled is what actually gets done.