Improving Process

Improving with standards

• Standard work in the factory is similar to the music score for each musician
• In our factories standard work is a tool to achieve maximum performance with minimum waste

Objectives in setting standards

• Reduce variability, increase predictability
• Enhance repeatability, confidence, consistency
• Clarify procedures
• Ease of communication
• Ease of troubleshooting
• Set good discipline
• Develp awareness
• Provide basis for improvement
• Provide mechanism to expose problems
• Provide base for education and training
• Measure baseline
• Eliminate rework, rejects, safety, product liability problems, etc.

Example of standards

• Yellow lines on the floor
• Color coding
• Last piece of production left on top of die
• Production control board
• Line stop procedure
• Level of minimum and maximum inventory
• Andon light with displayed explanation
• Checklist, e.g., machine maintenance, safety, shift change, etc.
• SOP (standard operating procedure)
• Quality control process table
• Cross-training matrix
• Sample board
• QCDSM scoreboard
  
• Education procedure
• Improvement board

Key criteria of Standard Operating Procedures
In order for each individual to utilize SOP well, several key criteria must be met:

• SOP focuses on operator's movement
• SOP applies to repetitive operation (whether once a minute of once a month)
• SOP is created on the shop floor
• SOP is developed by operators where possible
• SOP is to be improved/modified continuously

Standard operating procedures - SOP : the benefits:

• Ease of training
• Enhanced confidence
• Ease of trouble shooting
• Enhanced repeatability, consistency, etc.
• Preservation of know-how
• There is only one method the best and the safest
• Variations control
• Routine procesures
• ISO-9000 certificate

Standard operating procedure - Steps of developing SOP's

1. Write major tasks
2. Breakdown into detailed instructions
3. Write main steps by identifying the main action
4. Write key checkpoints by identifying key specification
5. Summarize 3. and 4. on SOP by: - trying instruction - verbalizing - agreeing on instruction

Standard operating procedure considerations

• SOP should be displayed where the action is, not in the drawer of the engineer's desk
• By comparing prescribed work to actual work, we can expose problems to be resolved. Differences indicate that there are problems such as waste, unevenness, or overburden of work. another way to state this is : Problem = Planned Performance - Actual performance
• SOP is like a mirror in which we see ourselves. If there are no changes in SOP for a long time, then, it means no improvement has been made.
• SOP should be used to train employees.
• When there problems in the areas of QCDSM, SOP may be reviewed to address the real cause of the problem.

In other words, after checking the difference between target and actual performance in QCDSM , we should go back to SOP to correct the problem.


Standard operating procedures - Typical Problems of Using SOP

• We do not pay attention to specifications
• We do not read instruction carefully
• Inspection manual is not clear
• Specification is missing on the print
• Engineering drawing is separate from written instruction
• Too many papers
• We are not familiar with parts
• We assume if it fits together, it should be OK
• We depend too much on pictures, and don't read instructions
• Subject to different interpretations

Checklist for standardization

• Who is involved in making stnadards?
• operators who finally perform the work
• team representatives
• engineers (design, manufacturing)
• supervisors from the tram or from the upstream or downstream processes

• Are the skills of operators taken into account?
• are they able to read and write
• do they understand the language
• are they experienced in the job

• Are the standard being set up before new models enter production (pilots)
• Is there an integrated system that describes standard proceedings?
• Standard Operating Sheets
• detailed job descriptions from the engineers

• Is there a notification of standards, speaking of
• quality
• costs (i.e. stock, work-in-process)
• productivity
• safety

• Are the descriptions of standards sufficiently detailed?
• Is there any use of:
• graphs
• drawings
• pictures
• figures
• examples
• attention items

• Are the described standards practically applicable?
• Do the standards notify possible diversions, and which measures have to be taken in case of occurrence?
• Is there a note on the demanded skills to execute the standard?
• Are there countermeasures formulated for problems that have occurred in the past?
• Do the standards describe the do's and dont's to avoid failure, scrap or unsafe situations?
• Are former experiences and data used to set up the standards?
• Are the standard measuring units (working hours, materials) clearly explained?
• Are these standard units quantitied?
• Are these standard units measurable?
• Are the responsibilities and liabilities clearly formulated?
• Is there no incompatibility with other standards?
• Is the data colection also standardized?
• Is the interaction between the different processes also standardized?
• transport
• material stock
• line supply
• stock levels
• measuring systems (times, quality)
• quality contral