1 [email protected]Standard Work for Managers Introduction Thinking win, Win, WIN Standard Work for Managers and Supervisor Definitions Marek Piatkowski – October 2016 Standard W ork V isual C ontrols Standard M anagem ent GOLDEN TR IA N G LE Isthiscondition N ormal orA bnormal? A reallprocedures being followed? “How do Iknow this processisproducing good parts?” SupervisorStandard W ork ImmediateR eaction -“Ifitsnotimportantto the Leadership,itw illnotbe importantto thepeople.” Escalation Process Expectationsclearly understood by everyone. R ealistic Standards Strictly Enforced
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Introduction - Marek Piatkowski Professional Background
Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994
TPS/Lean Transformation Consulting - since 1994 Professional Affiliations
TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME
Fundamentals of Standardized Work for Managers All activities performed by a Supervisor must be defined as a
standard process A standard process is defined as:
knowing what to do knowing when to perform the activity knowing why it needs to be done knowing who should do it knowing where the activity should take place knowing how to perform the activity
Standardized work is not completed until it is documented using the “Standardized Work for Supervisor” sheet
Why do we need Standard Work for Managers? Dependency on other departments (Engineering, Quality,
Maintenance, PC&L, HR, etc.) to solve or improve departmental problems
Lack of knowledge about what to do Lack of knowledge of basic fundamentals of manufacturing
quality and safety procedures production scheduling data collection and analysis, problem solving maintenance, process flow continuous improvement, DMS...
Standard WorkBefore establishing Visual Controls, you must first define what “standard” you are trying to control. Has this standard been documented? Has everyone been trained in the expectation?
Visual ControlsDecide on what “visuals” are needed to “let you see” if the Standard Work is being followed. This can be as simple as a square on the floor, or as complicated as an ANDON system.
Standard ManagementWhat is the re-action plan when the “standard” is not followed? The Visual Control should show you when “abnormal” conditions occur. Systems will not always adhere to the standard. There will always be the unexpected situation. If you do not want the abnormal to become the normal, there must be a re-action plan to get the “abnormal” back to the standard. This should also be documented, people trained in the expectation, and “visually controlled”.
Standard Work
Visual Controls
Standard Management
GOLDENTRIANGLE
Is this condition Normal or Abnormal?
Are all procedures being followed?
“How do I know this process is producing good parts?”
Supervisor Standard Work
Immediate Reaction - “If its not important to the Leadership, it will not be important to the people.”
1. Knowledge of work In order to properly direct the people under his supervision, the
manager himself must know: what doing the particular kind of work involves what are the requirements of each job what materials and equipment are needed how the job is done what standards must be met
Knowledge concerning materials, machinery, processes, methods, and necessary kinds of technologies concerning fabrication.
Knowledge of specialized kind of information and skills required to perform the work in the area.
Knowledge of production steps It requires practical knowledge of the workplace.
2. Knowledge of responsibilities The manager represents company values Unless he clearly knows what management expects him to pass
on to the employees, what company policies control his actions, and where he fits into the organization, he cannot be an effective manager
Training managers in company policies and relationships is an important phase of improving the quality of management
Knowledge of responsibilities pertains to understanding of goals and objectives of the company.
Understanding of your responsibilities and authority as a leader. (company policies, company strategies, goals and objectives, agreements, safety and regulations).
It includes an awareness of the need to perform work according to company policy and a concern to meet the production plan and observe the rules.
A leader’s knowledge, responsibility and authority is directly related to successful implementation of Continuous Improvement in the workplace.
4. Skills in Improving Methods The development of improvements does not require inventive
genius—but it does require the questioning attitude of a supervisor who knows the intimate details. The skill of improving methods can be learned.
Many people never question the current method, they just keep on in the old way. Leaders must be skillful in conducting Continuous Improvement and eliminating “waste” in the workplace.
A starting point for making improvements is to determine the working sequence. The next step would be to systematically analyze, study and simplify work methods.
Many people never question the current method - they just keep on in the old way
The development of improvements does not require inventive genius—but it does require the questioning attitude of a manager who knows the intimate details.
The skill of improving methods can be learned. It provides a way for tremendous savings through making more effective use of manpower, machines, and materials
5. Leadership Skills Full productive effort happens only when the supervisor becomes
the leader of his people, when he organizes them into a team and they work together well.
Being skillful at handling people is important, especially when trying to encourage employee participation. Supervisors must quickly learn to lead their people.
In critical times, the situations which cause misunderstandings and grievances have multiplied, and the results of these delays are more serious than ever before.
In the past, supervisors have developed a skill in leadership through experience. TWI helps management to provide its supervisors with this skill through the Job Relations program.
Leadership skills help managers to improve his or her ability in working with people
Being skillful at handling people is important, especially when trying to encourage employee participation
There are basic principles that when applied day in and day out will tend to keep relationships smooth and prevent problems from arising
Manager’s Role – TPS Model Manager’s role is to make sure that for everything that we do
there is a well defined Standard or a Standard Process When things “break” (abnormal condition) it is the role of the
Manager to ask following questions: Do we have a well defined process for this particular situation? If yes – was the process followed? If not – establish a new process to prevent this situation from
happening in the future Implement necessary countermeasures
Use Visual Management to highlight abnormal conditions
Roles of General Supervisors and Shop Floor Managers Must have practical knowledge of all Standardized Work for
Supervisor activities Must be able to provide On-the-Job [OJT] Training to all Supervisors Coach, advise and support Discipline - adhere to standards [one best way] Structured daily walk about, review if Standardized Work is being
followed - “Show me” Continuously simplify and improve Standardized Work for
Why do we need Standard Work for Managers? “Span-of-Control” is too big Managers and Supervisors are responsible for too many people Too many activities to perform on a daily basis Directions from General Forman and above are not consistent
within the Organization Lack of discipline - Supervisors pick and choose what activities to
perform Performance measurement is not consistent Processes (Supervisor activities) poorly defined
Standardized Work For Supervisor
Name of the Act ivity to Complete: Area of Responsibility
Check status of buffers and finished good bank Delivery
Required Action:
----
Purpose:
Time and Frequency: Duration:
- Daily, start of the Shift 10 min.- Daily, end of the Shift 10 min.
Reporting Method / Forms to Complete:
---
Process Owner / Subject Matter Expert:
-
Reference Material:
-
Training Required:
--
I ssued by / Approved by: Date:
Bob Dura - PC&L General Manager October 5, 1999
To assure completion of Production Schedule
Review strategic point buffers - verify paypoint counts
Time Elements of Supervisor’s Activities All daily activities are to be grouped into ten major elements of a
work day:1. Pre-shift activities2. Shift start-up activities3. Post start-up activities4. After 1st Break activities5. During lunch activities6. After lunch activities7. After 2nd break activities8. Shift to shift review9. End of shift activities10. Incidental activities
1. Pre-shift activities Arrive at least 30 minutes before the start of the shift. Check all comments in the Logbook from the previous shift. Review all information on the Area Information Board. Conduct a quick walk around the area. Check each operation for:
equipment status status of buffers and finished goods banks 5S and Workplace Organization safety requirements
Discuss issues discovered during your walk with previous shift supervisor.
Check time attendance and call-ins. Prepare for the 5-minute start up meeting.
2. Shift start-up activities Conduct 5-minute start up meeting at Area Information Board. Check attendance and record absentees. Note physical condition
of all members of your group. Review with all participants issues and information related to:
Issues from preceding shift Daily schedule and changeovers
Assign work and responsibilities to all members of your group.
3. Post start-up activities Conduct a walk to verify staffing, equipment start up and set up
verification. Inform your General Supervisor of operation’s status. Follow up with Support Team members on items left over from the
previous shift and issues discovered during the pre-shift and post-star-up walks.
Review previous shift’s defects, scrap and control charts. Verify if Kanban Cards are removed from empty boxes note
exceptions in Logbook for correction. Audit critical buffer areas. Check e-mail and V/M and respond and/or handle if necessary. Conduct a daily review meeting at the Area Information Board with
4. After 1st break activities Check overall performance and record on information boards. Record quality defects on tracking chart. Work on countermeasures to quality problems. If parts-related problem, discuss with QC engineers for problem
solving. Check repairs at the inspection and repair stations set up
countermeasures to correct and prevent. Review and sign off on all quality and set up verification charts. Do a complete walk and observation of your operation. Solicit
feedback from operators on process audit. Re-instruct operators on job instructions if any exception to
6. After lunch activities Monitor work practices, equipment cycle times and give
appropriate feedback. Review quality audits information and set up verification. Perform safety observation tour. Check progress of equipment repairs or modifications. Check time attendance for call ins and secure backfill. Review employee’s work by gauging their parts after them. Record and verify hourly production performance.
7. After 2nd break activities Record and verify hourly production performance. Enter information into Supervisor’s logbook as appropriate. Review quality audits information and set up verification. Review Kanban Pull cards, are employees following Pull card
handling rules? Check 5S condition of manufacturing area and make appropriate
corrections. Verify maintenance needs and make appropriate communication
or follow up. Give feedback on work practices and performance information. Audit critical buffers. Prepare for shift to shift review. Update all necessary charts on the
Area Information Board. Seek appropriate help from support team, i.e. Maintenance
Response, Quality, Production Planning or Engineering.
9. End of shift activities Update green cross and complete safety incident reports as
required. Verify if data at the Information Board is accurate and complete. Document “out of condition” items for the day and follow up
required. Follow up on any uncompleted tasks of the day Check status of buffers and finished goods banks. Check inventory of necessary supplies (gloves, safety glasses,
aprons, etc.) for your group. If necessary, get more supplies. Check e-mail and V/M and respond and/or handle if necessary. Assist as required for next shifts start-up.
Monday - Training Assist in training for new operators in your area. Complete equalization of hours for previous week. Complete training records for new employees. Update training matrix in Supervisor’s logbook. Move training records for employees leaving department to in
active file. Counsel and manage members of your group on human resources
issues. Delete employees’ names from certification sheet that have
transferred out. Place new employees’ names on OJT / certification sheet.
Tuesday - Safety Verify fork truck / jack-stacker safety checklist compliance. Verify condition of safety place cards. Review training matrix for safety training to ensure compliance. Notify employees of shift preference. Conduct housekeeping / safety observation tour and document
results. Meet with Area Safety Representative. Formal meeting with General Supervisor to evaluate previous
Wednesday - Suggestion and Continuous Improvement Evaluate, investigate and answer suggestions. Review Area Information Board for any outstanding issues or
suggestions. Conduct Continuous Improvement meeting. Update, if necessary, People Focused Practices charts. Follow up with the Support Team on any outstanding improvement
There are four steps to a development of Global Training Strategy for Leadership Skills Needs:1. Development of Roles and Responsibilities for Team Leaders, Supervisors
and Production Managers2. Identification of Skills required to perform identified Roles and
Responsibilities – almost done3. Skills assessment process for existing Team Leaders, Supervisors and
Production Managers and for newly hired ones4. Development of detailed training plans for each Team Leader,
Supervisor and Production Manager in order to acquire needed skills.
1.1 Review daily production KPI 1.1 Review and analyze daily production KPI 1.1 Collect daily KPI data and reports for information center
1.2 Meet w ith supervisors and follow -up on daily issues and other services (daily production meeting / daily w alkabout)
1.2 Meet and review w ith TL results frequently throughout the day and determine if any action is needed
1.2 Analyze results to determine if action is needed (identify abnormal situations), fix it and have meeting w ith supervisor
1.3 Make sure that the production tracking boards (pitch boards) are completed by the team members.
2. 2.1 Assure the problem solving process is follow ed and apply problem solving process to settle abnormal situations that can't be solved by the supervisor
2.1 Assist and support TL in resolving daily problems and apply problem solving process to settle abnormal situations that can't be solved by the TL
2.1 Apply problem solving process w ith his team to resolve abnormal situations
2.2 Assist supervisors and TL in resolving daily problems
2.2 React quickly and take concrete actions facing abnormal situations and implicate necessary resources
2.2 Assist team members in changes and adjustment in order to resolve abnormal situation
3. Work standards
3.1 Make sure that for everything w e do there is a w ell defined and eff icient standard procedure, according to the best practices
3.1 Responsible for development, implementation, maintenance, accuracy, standardization of all activities (related to KPI) in his area, according to the best practices
3.1 Participate in the development and maintenance of standardized w ork.
3.2 Spot-check the Supervisor's adherence to his standard w ork and make sure w e continuously improve our standards.
3.2 Assure that his team members respect procedures and w ork standards and spot-check the team leader's adherence to his standard w ork
3.2 Assure that his team members respect procedures and w ork standards. Continuously verify the team members' adherence to the production standardized w ork.
4. Planning 4.1 Provide and secure all resources necessary to achieve daily and w eekly results
4.1 Manpow er planning (vacation, unexpected replacement, overtime, coordination w ith other departments…)
4.1 Assign w ork to team members and verify attendance
4.2 Participate in the development of long term production plans and allocate resources needed, resolve any issues related to daily/w eekly production planning
4.2 Verify that the daily/w eekly production plan is realistic and achievable, try to resolve any issues
4.2 Achieve the daily production schedule and assure parts and materials are supplied to team members
4.3 Plan production capacity, review long term maintenance schedule and maintenance activities
4.3 Review maintenance schedule and maintenance activities
4.3 Assure that all equipment and machinery is operational and in good w orking conditions
PURPOSE: Responsible that all processes run as planned. If not, initiate corrective actions.
Support the team members and the Supervisor regarding overall performance of his cell. They
are not responsible for discipline.
SUPERVISORSPURPOSE: Responsible for overall
performance of his area. Support Team Leaders and the Production Manager. Initiate
long term planning (3 to 6 months) and continuous improvement activities.
Fix daily problems
RESPONSIBILITIES
PURPOSE: Responsible for overall current and future performance of a manufacturing unit.
Support the Supervisors and the Plant Manager in achieving the annual objectives.
A Day in a Life of ….Time Operator Team Leaders Supervisor
6:00 am Designated Start-up operators only Start up Molding Presses Start up Post cure ovens Start up Mono-foaming oven Complete process check-sheets for
mezzanine mixing equipment Nucleation checks for polyol - all 6
presses Run first part on Mono-foaming oven –
confirm quality, production ready Load “green parts” from prior shift into
post cure ovens – auto mode.
Arrive at work Review shift log book Respond to any problems with pre-
work start-up Check raw material inventories Verify line readiness Identify any needed mold changes –
notify operatorss Drop kanban for bulk materials;
polyol, isocyanate, catalyst, etc. (pick up time 7:00 AM)
Review Supervisor logbook for unusual conditions on prior shift
Review WIP and FG inventory – within min / max levels?
Review attendance / vacation plan for known absences
Look for any abnormal conditions that might delay start of production
Visit Bumper Paint, Tool & Die, and Maintenance – special needs today?
Identify any special production needs for the day
Review attendance- complete job rotations for the day based on absences, restrictions etc.
6:15 am Start-up operators only : Clean and prepare molds for production
Produce first part and confirm quality Leave presses ready to run
Respond to any problems identified during press start-up.
Help operators solve any start up problems
Get T&D or Maint. if needed Report manpower needs to Asst.
Mgr. (request for support) 6:25 am Most operators arrive for work and go
to their workstations. Gather needed supplies; gloves, blades,
sand paper, etc.
Provide clean process data sheets for daily production data
Final review – adjust labor as needed
6:30 am Start production Fill in for absent operators on the line if required
Confirm part quality and process stability
Record absenteeism or tardies on team attendance calendar