Process control toolbox

Standardization
 Agenda
 Standard and standardization, how do they relate to each other?

 Standardization in the improvement process

 Errors vs. Defects

 Different types of human errors

Picture from the  Standardization to reduce human errors

customer or focus area  How to stabilize a process using standardization?

 Different types of standards

 Process Control Concept and standardization

 Standards implementation in a Process control project

 Standards implementation responsibilities

 Training process

2
Standard and standardization, how do they relate to each other?

Standard is a generally agreed-upon technology, method or format for a given application.

It can also mean a document describing the content, sequence and timing of performing a task, i.e. a work
instruction that enables us to reach the level of performance that is agreed.

The standard for doing a task should be the currently best known way to perform it with respect to safety,
quality, time and output. As soon as a better way is found the standard should be updated and people trained
according to a new improved way of working.

Standardization is a process of setting the standard as well as securing conformity to the standard. It helps
to reduce variation by eliminating individual ways of performing any given task by using standard.

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Standardization is the foundation for continuous improvement and
co-workers empowerment

“Today’s standardization…is the necessary foundation on which

tomorrow’s improvement will be based. If you think of
“standardization” as the best you know today, but which is to be
improved tomorrow-you get somewhere. But if you think of
standards as confining, then progress stops.”
Henry Ford

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

Taiichi Ohno

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Standardize – Visualize – Solve Problems – Challenge

smaller and faster

Visualize

Challenge and improve

Solve Problems
Standardize

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Defects occur
because
people or
machines
make Errors

6
Errors vs. Defects
Two approaches
ERROR DEFECT to deal with
errors
Leave the iron on when
Errors can be eliminated!
leaving for work FIRE
Errors and Defects are
Pump diesel fuel
not the same thing!
into your gas tank

Defects are the Run a red light

results Set the timer improperly Errors are inevitable!

on your toaster

Errors are the causes Place the “original” in

your copier “face up”?
of the results
Run out of ink on
your date coder

7
7
Different types of human errors
Possible 1.We forget things when we are not concentrating.
reasons for
errors 2. We make mistakes when we jump to the wrong conclusion before we're familiar with
the situation.
3. We misjudge a situation because we view it too quickly or are too far away to see it
clearly.
4. We make mistakes through lack of experience.

5. Sometimes errors occur when we decide that we can ignore rules under certain
circumstances.
6. We are absent minded and make mistakes without knowing how they happened.

7. We make mistakes when our actions are slowed down by delays in judgement.

8. Some errors occur when there are no suitable instructions or work standards.

9. Errors occur when equipment runs differently than expected.

10. Some people are doing errors deliberately.

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Standardization to reduce human errors
The best way to reduce variation due to human errors is standardization

Achieving Consistency and reducing the possibility of an error

For any process, if there is more than one person completing it, there is likelihood what more than one method
used. This create a risk of inconsistent output. One way to minimize this risk is to standardize the process. This is
preferably done together with responsible team.

Setting the Standard

Standardization begins with creating a process map to describe the process. This information is gathered using
the knowledge of the people actually involved in executing the process. As it becomes apparent that there are
certain steps which are performed differently, the team will need to decide what is the most efficient way of
completing that steps. At the end of this discussion, the best way of working becomes the STANDARD.

Getting the benefits

If the standards are followed the risk of making mistakes is reduced and as a result we can expect increased
productivity, improved quality and reduced costs.
Also it can be considered as a baseline for further changes in a future.

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How to stabilize a process using standardization?

Standardization refers to the goal of reducing the variation in the process. The concept says that
if there is no “common” method being applied to perform the job then there is no way of achieving
process excellence.

Standardization is a part of Standard work. Standard work includes:

• It is the rate at which a finished product

Takt time needs to be completed in order to meet
Takt time

customer demand
1 4

2 5

• Sequence specifies the correct order in 3 6

Work sequence which each step should be completed to
achieve desired results Standard
operations
sequence

Standard • Minimum amount of stock required to create

1 4
2 5
inventory a smooth flow of work
3 6

SWIP
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Standards application areas
Standards can be applied in different areas.
There is no any restriction about number of standards or level of their detail, it has to be decided
based on your purpose and has to be sufficient enough to support required safety, quality and
productivity.
Example of standards

▪ 5S standard for material

placement ▪ Generally, we should not have
▪ One-point lesson on how to too much standards generated
Safety lift panels in each area
▪ Safety instruction to
indicate required safety
equipment ▪ Standards should be chosen so
that they are focusing on

Generated ▪ Cleaning instruction for critical parameters/process

Standards specific part of the line
Quality steps that have an impact on
▪ Quality inspection
our safety/quality/productivity
instruction
▪ Boundary sample for part
▪ Type of standard should be
chosen carefully
▪ Setup instruction
▪ AM, OM checklists
Productivity ▪ One point lesson on
how to change sanding
paper

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The right standard needs to be developed for the right task
One point lesson SOS/WES
Standard Operation Sheet
Complexity
One point lesson Registered Document
Work Instruction Name : Machine/Area : Document no. : Issue Date: Version Total time (min) Name of Standard: Machine/Area : Document no. : Issue Date: Version Product
Packing line 1 GPA_000.1 2017-11-15 1

of task
Burkle staining line SOS101 2011-11-30 2
Variant: Issued by :
Placing of manual Start Up Issued by : All Products
Page : 1/1 John Doe
Page 1/1 Nils Björk
Description Illustration Reg no Var Pos Work Element name Time Walk Acc.time Key Points Layout
WES601 1
Lower roller to 35 mm hight 10
2
12
WES602 2
Put plate on belt 35
2
49
WES603 3
The manual should be placed with Prepare bucket next to line 90
lower part 75 mm outside the box 139
WES604 4
to be folded with the cardbox lid. 75mm Fill up stain in machine 29
Set correct pressure between 168
WES605 5
Purpose: to prevent it from moving the two rollers 5
inside the box and block the hole 173
WES606 6
for checking color. Put pipe into machine 20
193
WES607 7
Start pumping stain 27
Start Rollers - First application, 220
WES608 8
second docter 4
2
Take away the stain plate from 226
WES609 9
machine 33
2
261
WES610 10
Start the belt 2
1
264
WES611 11
Start up the drying machine 40
2
306 Variant balance Takt Time
WES612 12
Measure thickness of product 14 320
Note:
Total 309 11 320
Symbol: Mark with an X where the job shall Sign: Team leader Engineering Shift leader EHS Sign: Team leader Engineering Shift leader Rev:
be performed : Shift 1 Shift 1 Rev:
Safety Quality Think Tips Shift 2 Quality
Ergonomy check of Tricks
Shift 2 Quality EHS
Shift 3
Shift 3

Simple standard SOP Check list

Frequency
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Process Control Concept and standardization
Identifying Customer Needs Identify CCR’s
1
Narrowing Standardized concept:
Process Map (detailed - COPIS)
Selecting Criticals Process/Product/Project - Failure Modes and Effects analysis form - FMEA
2
to Quality (CTQ’s) down number
of parameters Prepared by
Process, product or project name Spraying process Cause & Effect Matrix Technical Team

1. Understanding the customer needs

Responsible FMEA date Org
Technologist
Risk Assessment (FMEA) 22/06/2014 Rev
No Process Step / Input Potential Failure Mode Potential Failure S Potential causes O Current controls D R Actions recommended Resp. Due date Actions taken S O D R
Effects
Avoiding
e c 2. eComplete
P mapping + Cause & Effect Matrix =>
e c e P
What is the process step and In what ways does the What is the impact Mistake
Key Input go wrong?techniques
on v Proofing
What causes theYoke)
(Poka Key Input to go
3What
c are the existing t N What are the actions for reducing the occurrence of the What are the v c t N

critical parameters
Input under investigation? the Key Output e wrong? ucontrols and procedures e cause, or improving detection? completed actions e u e
Stabilizing the process Variables (Customer r r (insp. and test) that c taken with the r r c
Standardizing
4
Requirements)? i e prevent either the cause t recalculated RPN? i e t
Standardizing (SOS/WES)
3. Mistake Proofing => avoid controlling and
technique t n or the Failure Mode? i t n i
y c o y c o
Controlling e n e n
1.1
Spraying cabin - Viscosity
Goes up technique
too thin surface
Controlling (SPC,MSA,7QC)
7 not properly set viscosity 5
6 Occasional checks eliminate
6252 Poka Yoke: variations
Add a special tank into the system w hich
continously mesasures viscosity and stops machine in case AK 15/07/2014
7 6 1 42
1.2 Goes dow n not even surface 5 not properly set viscosity 6 Occasional checks 6 180 ov deviation 5 6 1 30

Occasional checks 4. 4Standardizing or standardization =>

overlacquering, milky
2.1 Higher 8 not (normality)
Shape proper setting 7 224 8 7 4 224
Spraying cabin - Application surface SPC: Start SPC to have a chance to proactively act in case
HT 07/07/2014
amount of lacquer surface smoothness of deviation
2.2 Low er
(orange peel)
Capability
8 not proper setting 7 Occasional checks
reduce
4224
variations 8 7 4 224

overlacquering, milky Spread (Cp, Pp)

6
3.1 Goes up Study 5 not proper setting 4 Occasional checks 4 80 5 2 4 40
Understanding the surface
3.2 Spraying cabin -capability of theGoes
Pump pressure process
dow n
surface smoothness
5 unclean filter 4 Occasional checks
5. 4MSA,
80
SPC
SOS: Instal =>
a pressure controlling
sensitive and
valve into the system w hich reduce
SF 15/07/2014 5 2 4 40
(orange peel) ensures proper and stable pressure of pumps.
Center (Cpk, Ppk)
variations
overlacquering or
3.3 Unstable 5 pressure regulator's failure 5 Occasional checks 5125 5 2 5 50
surface smoothness
4.1 Higher less resistant surface 7 not proper setting 3 Occasional checks 5 105 7 2 3 42
Drying tunnel - Belt speed Investigating Customer Specification TT 07/07/2014
4.2 Low er cracks on surface 7 not proper setting 3 Occasional checks
6. Capability study => understand the process
5 105 SOS: Create SOS/WES about belt speed and UV-lamp's
pow er setting. Adding a frequent check point on this into
7 2 3 42
5.1 Goes up less resistant surface 6 not proper setting 5 Occasional checks 5 150 6 2 3 36
team leaders's and foreman's process confirmation
and improve it
UV lamps - Pow er of UV lamps less resistant/sticky KL 10/07/2014
5.2 Goes dow n 6 not proper setting 5 Occasional checks 5150 6 2 3 36
Improving the process surface Improving

Following up the porcess Follow up

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Process Control Concept and standardization

Instructions describing
For Process control projects how to do the
Instructions describing measurements
standardization is necessary first of all machine setting up (operational definitions for
MSA, tests/inspections on
to have the same working method. the line)

That enables to reduce a variability of

a process and, thus, obtaining
predictable output.
Quality checklists for
incoming inspection on the
Master samples
line, periodical control of
key parameters

This is achieved by single approach to

setting up equipment, measurement
and inspecting the key parameters of a PM/OM instructions 5S instructions

process or product and etc.

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Standards implementation in a Process control project
Standard Operation Sheet Registered Document
Machine/Area : Document no. : Issue Date: Version Product
Name of Standard:
Variant Issued by :
Page
Electronic version location
Reg no Var Pos Work Element name Time Walk Acc.time Key Points Layout

1.Process
7. Process study/
Skill matrix
confirmation description
Author: Role Operator 1 Operator 2 Soft Skills
Constantin D
Area: Costa
Standards / tasks

sanding
SOS 1122-1

Team:
SOS 2222

SOS 4499
SOS 1234

no stn.
Date: per op.
Name Plan Act

Ivan
Variant balance Takt Time
Pavla
Karin
Note:
Peter Total
Ildiko Sign: Team leader Engineering Shift leader EHS
T omek Shift 1
Shift 2 Quality
Shift 3

2.Create
Piotr

6. Skill matrix
SOS/SOP
Knows the elements
Can train others
(Not independent, Training planned)

Can do the work safe and to right Ceritfied to make small

quality, but not within defined time repairs and adjust
machine
Right competence and can do the
work to right quality within
defined time

Work Element Sheet Registered Document

Document no. : Issue Date: Version Time (s)

5.Systematic 3. Create
Machine/Area :
Work Element name:
Variant
Work Element Sheet Issued by :
Registered Document
Machine/Area : Document no. : Issue Date: Version Time (s)
Page :
Work Element name: Electronic version location
Work Element Sheet

training WES
Registered Document
No. symbol Activity, What? Key points,Variant
How ? Why ? Illustration Issued by :
Machine/Area : Document no. : Issue Date: Version Time (s)
Page :
Work Element name: Electronic version location
No. symbol Activity, What? Key points,Variant
How ?
Work Element
Why ?
Sheet Illustration Issued by :
Registered Document
Machine/Area : Document no. : Issue Date: Version Time (s)
Page :
Work Element name: Electronic version location
No. symbol Activity, What? Key points,Variant
How ?
Work Element
Why ?
Sheet Illustration Issued by :
Registered Document
Machine/Area : Document no. : Issue Date: Version Time (s)
Page :
Work Element name: Electronic version location
No. symbol Activity, What? Key points,Variant
How ?
Work Element
Why ?
Sheet Illustration Issued by :
Registered Document
Machine/Area : Document no. : Issue Date: Version Time (s)
Page :
Work Element name: Electronic version location
No. symbol Activity, What? Key points,Variant
How ? Why ? Illustration Issued by :
Page :
Electronic version location
No. symbol Activity, What? Key points, How ? Why ? Illustration

4. Standard
verification
Symbol: Mark with an X where the job shall Sign: Team leader Engineering Shift leader EHS
be performed :
Shift 1
Safety Quality Think Tips Shift 2 Quality
Ergonomy Symbol:
check of Tricks Mark with an X where the job shall
Shift Sign:
3 Team leader Engineering Shift leader EHS
be performed :
Shift 1
Safety Quality Think Tips Shift 2 Quality
Ergonomy Symbol:
check of Tricks Mark with an X where the job shall
Shift 3 Sign: Team leader Engineering Shift leader EHS
be performed :
Shift 1
Safety Quality Think Tips Shift 2 Quality
Ergonomy Symbol:
check of Tricks Mark with an X where the job shall
Shift 3 Sign: Team leader Engineering Shift leader EHS
be performed :
Shift 1
Safety Quality Think Tips Shift 2 Quality
Ergonomy Symbol:
check of Tricks Mark with an X where the job shall
Shift 3 Sign: Team leader Engineering Shift leader EHS
be performed :
Shift 1
Safety Quality Think Tips Shift 2 Quality
Ergonomy Symbol:
check of Tricks Mark with an X where the job shall
Shift 3 Sign: Team leader Engineering Shift leader EHS
be performed :
Shift 1
Safety Quality Think Tips Shift 2 Quality
Ergonomy check of Tricks Shift 3

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Standard Operation Sheet (SOS)
Standard Operation
Sheet

 Describes the work to be

performed by one
operator

 The order in which the

elements shall be
executed

 A layout of the work

place and the operator's
movements

 The time it will take to

complete each element

 Highlights important
elements regarding
safety and quality

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Work Element Sheets (WES)
Work Element Sheet
content:
 What shall be done
 How the work shall be
done
 Why the described method
is the best
 Pictures are often used to
clarify the work description

Work Element sheet is used

for:
 Describing the best known
method
 Operator training
 Checking the correct
execution of the work
 Starting point for problem
solving
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Standard Operating Procedure (SOP)

Standard Operating Procedures are written,

step-by-step instructions that

 Describe how to perform a routine activity

 It does not contain the time for each operation
 It has less level of details compared to WES
 For better understanding each step has visual
description
 Could be applied for describing maintenance
tasks, cleaning, set up of machine, and other
activities where detailed study with SOS/WES
could be skipped

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Standards implementation responsibilities
Standards implementation requires a clear distribution of responsibilities among employees

Support

▪ Responsible for confirming that team leader does

Supervisor/
assessment correctly and re-train if needed
foreman
Technologist ▪ Ensure operators adheres to standards

▪ Responsible for confirming operator adherence to

standards and re-train if needed
Quality ▪ Responsible for creating standards for his/her
Team leaders processes

▪ Responsible for adhering to standards

Maintenance ▪ Support team leader in creating standards and
continuously suggest/implement improvements

▪ Cross –functional team responsible for supporting in

standards development
Operators ▪ Follow up of standards performing

Structured approach in the standards implementation

process is a critical factor in reducing the variability in
the process
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Training process

Prepare • Introduce operator how to do the job

• Offline introduction to the standard in general and the work
operator elements at in particular

Show and • Show operator to do the job

• On the job training for operator to achieve safe method of
instruct working, good level of a quality in a given time

Skills through • Assess that operator is adhering to the standard

• Confirm on set frequency that operator is still adhering to
practice standard and re-train if necessary

• Confirm that operator has been well taught

Follow up • Supervisor or person having trained the team leader in the
standard confirms that operator is well taught by trainer

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QUESTIONS?