STUDY ON MACHINE PERFORMANCE FOR PRODUCTIVITY IMPROVEMENT.
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STUDY ON MACHINE PERFORMANCE FOR
PRODUCTIVITY IMPROVEMENT
MUSA BIN JUMAN
B050810335
UNIVERSITI TEKNIKAL MALAYSIA MELAKA 2012
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UNIVERSITI TEKNIKAL MALAYSIA MELAKA
STUDY ON MACHINE PERFORMANCE FOR PRODUCTIVITY
IMPROVEMENT
This report submitted in accordance with requirement of the Universiti Teknikal Malaysia Melaka (UTeM) for the Bachelor Degree of Manufacturing Engineering
(Manufacturing Process) (Hons.)
by
MUSA BIN JUMAN B050810335 870304235175
FACULTY OF MANUFACTURING ENGINEERING 2012
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UNIVERSITI TEKNIKAL MALAYSIA MELAKA
BORANG PENGESAHAN STATUS LAPORAN PROJEK SARJANA MUDA
TAJUK: Study on Machine Performance for Productivity Improvement SESI PENGAJIAN: 2011/12 Semester 2
Saya MUSA BIN JUMAN
mengaku membenarkan Laporan PSM ini disimpan di Perpustakaan Universiti Teknikal Malaysia Melaka (UTeM) dengan syarat-syarat kegunaan seperti berikut:
1. Laporan PSM adalah hak milik Universiti Teknikal Malaysia Melaka dan penulis.
2. Perpustakaan Universiti Teknikal Malaysia Melaka dibenarkan membuat salinan
untuk tujuan pengajian sahaja dengan izin penulis.
3. Perpustakaan dibenarkan membuat salinan laporan PSM ini sebagai bahan
pertukaran antara institusi pengajian tinggi. 4. **Sila tandakan (√)
SULIT
TERHAD
TIDAK TERHAD
(Mengandungi maklumat yang berdarjah keselamatan atau kepentingan Malaysiasebagaimana yang termaktub dalam AKTA RAHSIA RASMI 1972)
(Mengandungi maklumat TERHAD yang telah ditentukan oleh organisasi/badan di mana penyelidikan dijalankan)
Alamat Tetap:
No. 372, Jalan Seri Pagi, Felda Kemelah, 85040, Segamat, Johor Darul Ta’zim Tarikh: 1 Jun 2012
Disahkan oleh:
Cop Rasmi:
Tarikh: _______________________
** Jika Laporan PSM ini SULIT atau TERHAD, sila lampirkan surat daripada pihak berkuasa/organisasi berkenaan dengan menyatakan sekali sebab dan tempoh laporan PSM ini perlu dikelaskan sebagai SULIT atau TERHAD.
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DECLARATION
I hereby, declared this report entitled Study on Machine Performance for Productivity Improvement is the results of my own research except as cited in
references.
Signature : ……….
Author’s Name : Musa Bin Juman
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APPROVAL
This report is submitted to the Faculty of Manufacturing Engineering of UTeM as a partial fulfillment of the requirements for the degree of Bachelor of Manufacturing Engineering (Process) (Hons.). The member of the supervisory is as follow:
……… (Dr. Mohd. Rizal Bin Salleh)
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i
ABSTRAK
Dalam kajian ini, Keberkesanan Peralatan Keseluruhan (OEE) telah digunakan bagi mengukur dan memantau kecekapan mesin di Jati Beringin Sdn. Bhd. untuk meningkatkan produktiviti dan mengurangkan masa pengeluaran mesin. Penggunaan OEE juga boleh diubah kepada sistem untuk menganalisis data pengeluaran untuk mengenal pasti bidang yang berpotensi untuk penambahbaikan. Mesin yang digunakan untuk menentukan OEE itu ialah S-40-2 stamping mesin dengan mengeluarkan produk J-Hook Mould 2. Pelan peningkatan akan dicadangkan kepada syarikat dan dilaksanakan pada mesin selepas analisis OEE dilakukan. Data rancangan pembaikan akan dianalisis untuk mengetahui keberkesanan mesin. Dalam syarikat ini, OEE semasa telah dianalisis dan mengenal pasti punca di dalam mesin dan pengeluaran J-Hook Mould 2. Rancangan pembaikan telah dilaksanakan di dalam mesin dan data baru OEE dianalisis. OEE menunjukkan peningkatan dalam produktiviti dan ia telah meningkat kepada 60%.
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ABSTRACT
In this study, the Overall Equipment Effectiveness (OEE) was used for measuring and monitoring the machine efficiency in the Jati Beringin Sdn. Bhd. in order to enhance the productivity and reduce the production time of the machine. The use of OEE can also be transformed into a system for analyzing production data to identify the potential areas for improvement. The machine that be used for determining the OEE is the S-40-2 stamping machine with producing the product of J-Hook Mould 2. The improvement plans will be proposed to the company and implemented in the machine after an analysis of the OEE is done. The new data for the improvement plan will be analyzed to find out the effectiveness of the machine. In this company, the current OEE has been analyzed and identified the root cause in the machine and production of J-Hook Mould 2. The improvement plans are implemented in the machine and the new data of OEE are analyzed. The OEE shows an improvement in productivity and it has increased up to 60%.
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iii
DEDICATION
To my beloved parents, Puan Hajah Seri Manon Bte Misiran and Tuan Haji Juman Bin Haji Samani, my siblings and all my friends.
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ACKNOWLEDGEMENT
I would like to praise to Allah and thanks a lot to my supervisor, Dr. Mohd. Rizal Bin Salleh for guided and helped me to finish this project. Also, thanks to Jati Beringin Sdn. Bhd. that supported and allowing me to carry out this project at their company.
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TABLE OF CONTENT
Abstrak i
Abstract ii
Dedication iii
Acknowledgement iv
Table of Content v
List of Tables ix
List of Figures x
List of Abbreviations, Symbols and Nomenclatures xi
CHAPTER 1: INTRODUCTION 1
1.1 Problem Statement 3
1.2 Objectives 3
1.3 Scope 4
1.4 Organization of the report 4
CHAPTER 2: LITERATURE REVIEW 5
2.1 Product Manufacturing 5
2.1.1 Production 5
2.1.2 Productivity 6
2.1.3 Productivity Improvement 6
2.2 Work Standardization 7
2.2.1 Cycle Time 8
2.2.2 Takt Time 8
2.3 Machine Efficiency 8
2.3.1 Maintenance 9
2.3.2 Preventive Maintenance (PM) 9
2.3.2.1 The Benefits of PM 10
2.3.3 Total Productive Maintenance (TPM) 11
2.3.3.1 The Benefits of TPM 15
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vi
2.3.4.1 The Benefits of OEE 21
2.3.5 Bottlenecks 22
2.3.6 Uses and Misuse of OEE 23
2.3.6.1 The uses of OEE 23
2.3.6.2 The Misuses of OEE 24
2.3.7 Benchmarking 25
CHAPTER 3: REASEARCH METHODOLOGY 26
3.1 Overview of Methodology 26
3.1.1 The Process Planning Flow Chart 28
3.1.2 The Explanation of Process Planning Flow Chart 29 3.1.2.1 Problem statement identification 29
3.1.2.2 Literature review 29
3.1.2.3 Study the machine performance at Jati Beringin Sdn. Bhd. 30 3.1.2.4 Propose and Implementation an improvement plans 30
3.1.2.5 Monitoring 31
3.1.2.6 Analyze the data 31
3.2 Overall Equipment Effectiveness 31
3.2.1 Know the OEE Factors 31
3.2.1.1 Plant Operating Time 32
3.2.1.2 Planned Production Time 32
3.2.1.3 Operating Time 32
3.2.1.4 Net Operating Time 32
3.2.2 Attacking the Six Big Losses 34
3.2.2.1 Defining the Six Big Losses 34
3.2.3 Analyze the Data 36
3.2.3.1 Observation 36
3.2.3.2 Operational Cycle Time 36
3.2.3.3 Time Observation Form 37
3.2.3.4 Product Demand 38
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vii
CHAPTER 4: COMPANY BACKGROUND 39
4.1 Factory Address 39
4.2 Company Background 39
4.3 Business Nature 40
4.4 Organization Chart 40
CHAPTER 5: RESULT AND DISCUSSION 41
5.1 Result and Discussion 41
5.2 Analysis of Current Data 42
5.2.1 Downtime and Scrap data 43
5.2.2 Machine Operating Time 43
5.2.3 Current Standard Operation Process (SOP) 45
5.2.4 Operation Cycle Time 48
5.2.5 Daily Demand 49
5.2.6 OEE Calculation for Current Data 50
5.3 Propose and Improvement 52
5.3.1 Improvement Plans 52
5.4 Analysis of After Improvement 53
5.4.1 New SOP 53
5.4.2 Operation Cycle Time of New SOP 55
5.4.3 New Daily Demand after Implement 56
5.4.4 OEE Calculation for Implemented Data 57
5.5 Discussion 58
CHAPTER 6: CONCLUSION AND FUTURE RECOMMENDATION 60
6.1 Conclusion 60
6.2 Future Recommendation 62
REFERENCES 63
APPENDICES
A Gantt Chart PSM 1 B Gantt Chart PSM 2
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C Workstation before Improvement D Workstation after Improvement
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ix
LIST OF TABLES
2.1 Measurement of product input 6
2.2 Takt time 8
2.3 The downtime target for the machine performance 14
2.4 The benefits of TPM 15
2.5 The categories of Six Big Losses 17
2.6 OEE percentage formula 18
2.7 The OEE calculation for Production 18
2.8 The OEE calculation for Demand 19
2.9 Six Major Losses in the Sub-categories 19
2.10 OEE formula 20
3.1 The OEE loss and OEE factor 33
3.2 The Six Big Losses category 34
3.3 OEE percentage formula 38
3.4 OEE formula 38
5.1 The downtime and amount of scrap for the 5 operating days 43
5.2 The machine downtime event 43
5.3 The SOP for product J-Hook Mould 2 45
5.4 Time observation form 48
5.5 Daily Demand observation form 49
5.6 Machine production data 50
5.7 Process data 50
5.8 OEE calculation 51
5.9 The new SOP after implement the improvement 53
5.10 Time observation form for improvement plans 55
5.11 New daily demand after implement the improvement plans 56 5.12 New OEE result after implemented the improvement plans 57 5.13 The comparison of OEE percentage between before and after implemented
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x
LIST OF FIGURES
2.1 Eight pillars approach for TPM suggested by JIPM 13
2.2 Overall Equipment Effectiveness 17
2.3 The OEE Management Process 21
3.1 The process flow chart of the project 28
3.2 Example of Time Study Form 37
4.1 Organization Chart 40
5.1 S-40-2 stamping machine 42
5.2a J-Hook Mould 2 product (before stamping) 42
5.2b J-Hook Mould 2 product (after stamping) 42
5.3 The current situation 47
5.4 The current workstation layout for S-40-2 stamping machine 47
5.5 Counter on the machine 52
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xi
LIST OF ABBREVIATIONS, SYMBOLS AND
NOMENCLATURE
OEE - Overall Equipment Effectiveness PM - Preventive Maintenance
PSM - Projek Sarjana Muda
SOP - Standard Operation Procedures TPM - Total Productive Maintenance
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CHAPTER 1
INTRODUCTION
This project is about the study of machine efficiency in order to enhance the productivity that meet the customer demand. Furthermore, it helps to increase the value of the product to the customer that is willing to pay, the sales revenue and pursuit of product perfection. Reduced lead-time to the minimum possible level and optimize on-time delivery are also to meet the customer requirement. These are important for an industry which is the profit comes from better production flow and the effectiveness of the machine performance based on customer pull.
Productivity can be defined as a something which measures output such as goods or services compared to the inputs which are labor, materials, energy, skills and others that used or produced the output. Productivity is the measurement of overall ability to produce a good or service. Particularly, how the resources are managed to achieve the stated objectives in a timely manner as set out in-terms of quantity and quality. Productivity improvement can be achieved in several ways through the increase of output or the decrease of input. If the level of output increases faster than the input, productivity will increase.
In the manufacturing operations, many companies made an important decision for the investment in their equipment. There are so many factors that caused the investment such as the upgrading of technologies and improving the productivity. So, many roles those need to be considered in the evaluation of strategies such as repairing, upgrading, or replacement of the right equipment.
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The improvement of productivity can also be done well if the performance of the machine is considered. Machine performance normally is related to the efficiency of the machine. Machine performance can be measured by Overall Equipment Effectiveness (OEE). Effectiveness of machine can be assessed by the achievement of production without performing any unexpected shutdown or downtime, low speeds, and lack of supplies, also eliminate waste, inventory and over-production. Manufacturing equipment such as machine must produce no defects and no reworking in the production output. To ensure the continuity of product quality meets with the customer requirements, the machine must be maintained continuously in order to avoid unexpected damage being in effected on the machine.
To achieve maximum efficiency of the production machine, one of the strategies is to consider each element which is important for production equipment. By increasing the effectiveness of the equipment, facilities can improve the throughput and quality with less downtime and scrap. Although only stated, it involves in-depth detail. For a start, it is important to understand the equipment and managed to assess the problem of equipment. As identifying the effectiveness of the equipment, many manufacturers started to evaluate the overall equipment effectiveness. The value of the quantity of equipment OEE categories into three; availability, performance and quality, taking into consideration losses faced in each of those categories.
There is always misunderstanding between productivity and efficiency. Efficiency is usually known as the percentage of total system production potential actually achieved compared to the potential full output of the system (Narayan, 2004).
Any of these scenarios may be realized through improved methods, investment in machinery and technology, improved quality and improvement techniques and philosophies such as just-in-time, total quality management, lean production, supply chain management principles and theory of constraint.
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1.1 Problem statement
In the ages of critically and challenging manufacturing, each engineer must take care about the performance of machines and productivity of each company. In order to improve the performance of the company, many challenges must be faced and developed in the researches before implementing the solution for the production or machine. Cost is the main factor and it is very significant as it is a very sensitive factor to build benefit and profit to achieve the company mission.
Nowadays, a machine in manufacturing industries would be operating without any stoppages. In manufacturing industries, the most common causes of efficiency loss are called six big losses which are breakdowns, setup and adjustments, small stops, reduced speed, start-up rejects and production rejects.
In Jati Beringin Sdn. Bhd. several machines such as pressing machine, deep drawing machine, stamping machine, grinding machine are being used in the production of Power line and telecommunication accessories. All these machines are operating almost 12 hours per day to produce the product in order to achieve the quantity of product required by the customer. Machine performance is sometimes employed ineffectively. This occurs for a number of factors caused by the failure of the machine, depending on the product from the customer orders, machine operating schedule, and operators' attitudes that influence the effectiveness of the machine.
1.2 Objectives
The objectives of this study are to:
(a) Investigate the performance of specific machine that used in the Jati Beringin Sdn. Bhd.
(b) Propose an improvement plans for enhancing the machine performance. (c) Implement and monitor the improvement plans.
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1.3 Scope
The scope of the project will involve several aspects that need to be focused. The project will cover the study on the machine performance of the S-40-2 stamping machine and the J-Hook Mould 2 product. It involves the activities such as proposing and monitoring the implementation of improvement plans, analyzing the Overall Equipment Effectiveness (OEE) at Jati Beringin Sdn. Bhd. for better productivity.
1.4 Organization of the report
Chapter 1 briefly discusses the introduction, problem statement, objectives and scope of study on machine performance for productivity improvement. Chapter 2 explains in details the relevant literatures related to the effectiveness of the machine. Then, chapter 3 introduces the methods that can be used to improve the machine performance in order to enhance the productivity improvement. Chapter 4 describes the company background that gave the permission to carry out this study. Chapter 5 will explains the result and discussion after this study is analyzed. Finally, chapter 6 is obtains the conclusion and future recommendations about this study.
The progress of the study should be emphasized to ensure the project could be completed according to the time constraint. Gantt chart of the study has been created as references of the progress of the study. The Gantt chart of the study is shown on the appendix.
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CHAPTER 2
LITERATURE REVIEW
This chapter will review about the previous works and results on the efficiency of machines which are related to the efficiency of the operation or equipment for productivity improvement. Although the machine efficiency has gone through many phases in the development, many researchers are still trying to improve the best methods for machine performance. Several works on the machine efficiency have been done and the results were applied to the real application for productivity improvement.
2.1 Product Manufacturing
2.1.1 Production
Grimes (2008) stated that production is the process of converting resources from raw materials into products or services. It is usually measured in terms of output per time period or cost per unit of output. The objective of production operations is to meet the needs of the market in which perform at the lowest possible cost. The output of a production process can be improved by increasing the resources or by changing the process or both.
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2.1.2 Productivity
Grimes (2008) also claimed that productivity is simply the measure of the ratio between output of a process and the input of resources needed for it. It is usually expressed as output divided by input. Output can be described as a unit or volume such as tons, litres, boxes, etc. Inputs are usually described as manpower, machinery and materials. As shown in the table 2.1 below.
Table 2.1: Measurement of product input
Input Unit of measurement
Machinery Manpower Materials Money Per machine-hour Per man-hour Per materials unit
Per $ of input
However, since manpower often forms a low component of the total cost of a product, it is vital to consider the productivity of all resource inputs when studying the productivity of a process. The term machinery is used to cover all the machines, equipment and transport used in the process. Similarly, materials are used to cover not only the raw or semi-finished materials but also lights, power, steam and other utilities consumed (Grimes, 2008).
2.1.3 Productivity Improvement
According to Grimes (2008), the cost of any product or service is the sum of the costs of the resources used in producing it. The more productive each of those resources can be made the lower the final cost of the product. In the market, the lower cost of production and the higher customer demand will more profitable the enterprise or company, with beneficial effect on the living standards of everyone. There are several ways to improve the productivity:
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(a) Increases input but get a greater increase in output. (b) Maintain input but increase the output.
(c) Decrease input with a small decrease in output. (d) Decrease input but maintains output.
(e) Decrease input but increase output.
Grimes (2008) also stated in all manufacturing companies cannot be evaded with productivity improvement. Every worker is playing their part in the works as their responsibilities to improve the productivity. It is not difficult to do once you know he basics involved in measurement, standard setting and method improvement. The two most difficult parts of the operation are starting it and keep it going.
2.2 Work Standardization
Standard work, as defined Ohno (1988), is a document written for the manager and the engineer, not the line worker. It contains three elements which are the work sequence, the standard inventory and the cycle time.
Wilson (2010) stated the standard work is a set of tools, one of which is a flow chart with cycle times for each process step, so a supervisor, engineer, or manager can evaluate how well the process is performing and assist in process improvement.
While according to William (2001), standard work is documentation of agreed-upon, one best way to produce a product. It serves as the communication, training, and process improvement tool for the cell. It can include such information as cycle time, takt time, designed level of work in process, operator flow sequence, material flow sequence, and staffing.
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The improvement of productivity can also be done well if the performance of the machine is considered. Machine performance normally is related to the efficiency of the machine. Machine performance can be measured by Overall Equipment Effectiveness (OEE). Effectiveness of machine can be assessed by the achievement of production without performing any unexpected shutdown or downtime, low speeds, and lack of supplies, also eliminate waste, inventory and over-production. Manufacturing equipment such as machine must produce no defects and no reworking in the production output. To ensure the continuity of product quality meets with the customer requirements, the machine must be maintained continuously in order to avoid unexpected damage being in effected on the machine.
To achieve maximum efficiency of the production machine, one of the strategies is to consider each element which is important for production equipment. By increasing the effectiveness of the equipment, facilities can improve the throughput and quality with less downtime and scrap. Although only stated, it involves in-depth detail. For a start, it is important to understand the equipment and managed to assess the problem of equipment. As identifying the effectiveness of the equipment, many manufacturers started to evaluate the overall equipment effectiveness. The value of the quantity of equipment OEE categories into three; availability, performance and quality, taking into consideration losses faced in each of those categories.
There is always misunderstanding between productivity and efficiency. Efficiency is usually known as the percentage of total system production potential actually achieved compared to the potential full output of the system (Narayan, 2004).
Any of these scenarios may be realized through improved methods, investment in machinery and technology, improved quality and improvement techniques and philosophies such as just-in-time, total quality management, lean production, supply chain management principles and theory of constraint.
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1.1 Problem statement
In the ages of critically and challenging manufacturing, each engineer must take care about the performance of machines and productivity of each company. In order to improve the performance of the company, many challenges must be faced and developed in the researches before implementing the solution for the production or machine. Cost is the main factor and it is very significant as it is a very sensitive factor to build benefit and profit to achieve the company mission.
Nowadays, a machine in manufacturing industries would be operating without any stoppages. In manufacturing industries, the most common causes of efficiency loss are called six big losses which are breakdowns, setup and adjustments, small stops, reduced speed, start-up rejects and production rejects.
In Jati Beringin Sdn. Bhd. several machines such as pressing machine, deep drawing machine, stamping machine, grinding machine are being used in the production of Power line and telecommunication accessories. All these machines are operating almost 12 hours per day to produce the product in order to achieve the quantity of product required by the customer. Machine performance is sometimes employed ineffectively. This occurs for a number of factors caused by the failure of the machine, depending on the product from the customer orders, machine operating schedule, and operators' attitudes that influence the effectiveness of the machine.
1.2 Objectives
The objectives of this study are to:
(a) Investigate the performance of specific machine that used in the Jati Beringin Sdn. Bhd.
(b) Propose an improvement plans for enhancing the machine performance. (c) Implement and monitor the improvement plans.
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1.3 Scope
The scope of the project will involve several aspects that need to be focused. The project will cover the study on the machine performance of the S-40-2 stamping machine and the J-Hook Mould 2 product. It involves the activities such as proposing and monitoring the implementation of improvement plans, analyzing the Overall Equipment Effectiveness (OEE) at Jati Beringin Sdn. Bhd. for better productivity.
1.4 Organization of the report
Chapter 1 briefly discusses the introduction, problem statement, objectives and scope of study on machine performance for productivity improvement. Chapter 2 explains in details the relevant literatures related to the effectiveness of the machine. Then, chapter 3 introduces the methods that can be used to improve the machine performance in order to enhance the productivity improvement. Chapter 4 describes the company background that gave the permission to carry out this study. Chapter 5 will explains the result and discussion after this study is analyzed. Finally, chapter 6 is obtains the conclusion and future recommendations about this study.
The progress of the study should be emphasized to ensure the project could be completed according to the time constraint. Gantt chart of the study has been created as references of the progress of the study. The Gantt chart of the study is shown on the appendix.
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CHAPTER 2
LITERATURE REVIEW
This chapter will review about the previous works and results on the efficiency of machines which are related to the efficiency of the operation or equipment for productivity improvement. Although the machine efficiency has gone through many phases in the development, many researchers are still trying to improve the best methods for machine performance. Several works on the machine efficiency have been done and the results were applied to the real application for productivity improvement.
2.1 Product Manufacturing
2.1.1 Production
Grimes (2008) stated that production is the process of converting resources from raw materials into products or services. It is usually measured in terms of output per time period or cost per unit of output. The objective of production operations is to meet the needs of the market in which perform at the lowest possible cost. The output of a production process can be improved by increasing the resources or by changing the process or both.
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2.1.2 Productivity
Grimes (2008) also claimed that productivity is simply the measure of the ratio between output of a process and the input of resources needed for it. It is usually expressed as output divided by input. Output can be described as a unit or volume such as tons, litres, boxes, etc. Inputs are usually described as manpower, machinery and materials. As shown in the table 2.1 below.
Table 2.1: Measurement of product input
Input Unit of measurement Machinery
Manpower Materials
Money
Per machine-hour Per man-hour Per materials unit
Per $ of input
However, since manpower often forms a low component of the total cost of a product, it is vital to consider the productivity of all resource inputs when studying the productivity of a process. The term machinery is used to cover all the machines, equipment and transport used in the process. Similarly, materials are used to cover not only the raw or semi-finished materials but also lights, power, steam and other utilities consumed (Grimes, 2008).
2.1.3 Productivity Improvement
According to Grimes (2008), the cost of any product or service is the sum of the costs of the resources used in producing it. The more productive each of those resources can be made the lower the final cost of the product. In the market, the lower cost of production and the higher customer demand will more profitable the enterprise or company, with beneficial effect on the living standards of everyone. There are several ways to improve the productivity:
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(a) Increases input but get a greater increase in output. (b) Maintain input but increase the output.
(c) Decrease input with a small decrease in output. (d) Decrease input but maintains output.
(e) Decrease input but increase output.
Grimes (2008) also stated in all manufacturing companies cannot be evaded with productivity improvement. Every worker is playing their part in the works as their responsibilities to improve the productivity. It is not difficult to do once you know he basics involved in measurement, standard setting and method improvement. The two most difficult parts of the operation are starting it and keep it going.
2.2 Work Standardization
Standard work, as defined Ohno (1988), is a document written for the manager and the engineer, not the line worker. It contains three elements which are the work sequence, the standard inventory and the cycle time.
Wilson (2010) stated the standard work is a set of tools, one of which is a flow chart with cycle times for each process step, so a supervisor, engineer, or manager can evaluate how well the process is performing and assist in process improvement. While according to William (2001), standard work is documentation of agreed-upon, one best way to produce a product. It serves as the communication, training, and process improvement tool for the cell. It can include such information as cycle time, takt time, designed level of work in process, operator flow sequence, material flow sequence, and staffing.