{domain:"www.qualitydigest.com",server:"169.47.211.87"} Skip to main content

User account menu
Main navigation
  • Topics
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Videos/Webinars
    • All videos
    • Product Demos
    • Webinars
  • Advertise
    • Advertise
    • Submit B2B Press Release
    • Write for us
  • Metrology Hub
  • Training
  • Subscribe
  • Log in
Mobile Menu
  • Home
  • Topics
    • 3D Metrology-CMSC
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Login / Subscribe
  • More...
    • All Features
    • All News
    • All Videos
    • Contact
    • Training

WIP-to-SWIP Ratio

Maintenance counts as work-in-process, too

Lean Math With Mark Hamel
Mon, 11/18/2013 - 17:38
  • Comment
  • RSS

Social Sharing block

  • Print
Body

The WIP-to-SWIP ratio is a simple comparison of a process, line, or cell’s actual work-in-process (WIP) count vs. its standard work-in-process (SWIP) inventory. Among other things, a process’s target condition reflects the consistent execution of standardized work, including SWIP maintenance (which is why it should be a leader standard-work audit point). No SWIP maintenance, no standardized work adherence. Accordingly, the target WIP-to-SWIP ratio is 1.

ADVERTISEMENT

A ratio less than 1 indicates that, at least during the time of the WIP count, the WIP level is insufficient. A ratio greater than 1 reflects a situation in which there is excess WIP.

Daily or even more frequent tracking on a run chart or plan-vs.-actual type chart can be incorporated within the natural work team’s visual metrics. Of course, this does not preclude an appropriate andon pull and response. Abnormal conditions should be quickly flagged, and the root causes identified and addressed.

 …

Want to continue?
Log in or create a FREE account.
Enter your username or email address
Enter the password that accompanies your username.
By logging in you agree to receive communication from Quality Digest. Privacy Policy.
Create a FREE account
Forgot My Password

Add new comment

Image CAPTCHA
Enter the characters shown in the image.
Please login to comment.
      

© 2025 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute Inc.

footer
  • Home
  • Print QD: 1995-2008
  • Print QD: 2008-2009
  • Videos
  • Privacy Policy
  • Write for us
footer second menu
  • Subscribe to Quality Digest
  • About Us
  • Contact Us