Explosivos

To consistently convey how a job is to be performed according to documented standard work sheets, the message needs to be communicated in an easily recognizable format. Text-based work instructions are probably the least attractive means of accomplishing this task and yet are by far the most widely utilized, probably because this has been the easiest way to bring information

Figure 7.5 Communication Board

Process Control Element 89

to the shop floor. The problem with text is that it is very dependent not only on an individual’s ability to learn from a written format but also on an individual’s ability to accurately describe actions as part of a series of motions, not to mention the cross-cultural language barriers that can exist within the plant or when communicating globally regarding products or production methodologies.

In the past, CAD drawings and blueprints were the only means of graph- ically depicting work and were very time consuming to update and maintain; however, with the advent of digital cameras, video recorders, and presentation software, there is no excuse for not providing graphic instructions in the shop area. Graphic-based work instructions are a far more effective means of communication than simply text (Figure 7.6). The information can be captured quickly through a digital camera and manipulated with software to add color-coded legends that identify work content by operation, quality checks, special notes, etc. The beauty of color is that it can transcend language barriers. If there is a concern over employees who are color blind, make use of standard symbols. A green circle could represent work content; a yellow triangle, a quality check, etc. Exploded views, particularly of assembly oper- ations, are of tremendous benefit, but they do require specific software appli- cations.

Figure 7.6 Graphic Work Instructions

90 Lean Manufacturing: Tools, Techniques, and How To Use Them

Each picture or slide can represent an operation or depict a bill of material for that operation with a date, revision, and signature block for configuration control. When there is an improvement to the process or the introduction of a new part, the old graphic can be pulled and replaced with a new one in as little as 30 minutes. The days of a manufacturing engineer having to spend several days trying to maintain and update work instructions are over.

The deployment of all five of these primary elements of lean manufac- turing is essential for most companies to achieve true world-class levels of performance. It is through the proper sequencing and timely implementation of these elements that a company can achieve that illustrious level of perfor- mance. But, once this incremental change in performance is achieved, how is it sustained? The next chapter will briefly touch on this issue.

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8

Sustaining the Change

ow comes the answer to the great mystery of how to keep things the way you want them. The answer is … you don’t! You do not want this process to be static. You most assuredly do not want it to fall back, but you do not want it to stay the same either. When companies stay the same, they fall behind. Change is a constant; therefore, constantly looking for new ways to improve the business is the name of the game. If companies are not improving, at least at the rate of inflation, then they are losing, and having to face pricing pressures from the market just compounds the seri- ousness of the situation. Companies need to constantly push themselves to

challenge the status quo by performing better today than yesterday. So how

is this achieved? First of all, there is a need to institutionalize changes that have been made to this point by doing the following:

1. Develop and deploy housekeeping audit checklists (i.e., 5S) and have the management discipline to review them at least once a month. 2. All operational work is standardized, displayed, utilized as a basis for

continuous improvement activities, and improved twice per year. 3. Each manufacturing cell team is expected to conduct a Kaizen event

every quarter.

4. Shopfloor performance measures are updated by the cell team daily. 5. Problem boards are reviewed at the end of every day.

6. Cell teams hold standup meetings every day to review progress and issues.

7. Actual setup times are recorded with each changeover. 8. Cross-training skill matrices are updated quarterly. 9. Equipment is cleaned and checked on a daily basis.

10. Customers and suppliers are visited by the cell team each quarter.

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92 Lean Manufacturing: Tools, Techniques, and How To Use Them

After the change has truly been institutionalized, a focus on growing the business through new products or markets and production capability is next. The cell team accomplishes this by:

1. Looking at the producibility of its existing product base.

2. Determining how lean the current product design is and identifying where opportunities exist to take additional waste out of the design. 3. Utilizing failure mode and effects analysis (FMEA) to improve the robustness of the manufacturing process and minimize risk of poor- quality output.

4. Looking for opportunities to pilot new production.

5. Looking for potential improvements within the supplier base. 6. Understanding cost, quality, and schedule issues with suppliers and

helping them to identify and eliminate waste from their processes. When you have reached this level of capability within your manufacturing organization, you are definitely well ahead of the pack and have reached a level very few have actually achieved; however, do not stop there. Remember that lean manufacturing is the continual pursuit of improvement and it is a journey that never ends.

III

PUTTING IT