Page 144 - The Toyota Way Fieldbook

Chapter 6. Establish Standardized Processes and Procedures 121

◆ Dimensions and tolerances
◆ Processing method (welding method, finishing method, etc.)
◆ Equipment operation parameters (time, temperature, pressure, etc.)
◆ Equipment operation sequence
◆ Corrective action information
Standard specifications are not detailed on the standardized work documents.
They are included in the operator instruction documents only if not previously
specified on other documents such as blueprints (there is no need to document
standards previously specified).
Equipment operation parameters are used to develop equipment verification
processes that become a task assignment for a specific individual and a routine
standardized process. In Toyota’s case, the team leader most often does this. The
equipment verification process is completed at various intervals during the day to
ensure correct operating conditions. In many cases it is completed prior to the start
of the shift, and again during the shift, depending on the critical nature of the
equipment. The intent of the “preshift” verification is to ensure that all process
parameters are in the correct operating range and that equipment is operational
and ready for production.
Corrective action information is handled similarly to the specifications for
equipment verification. It provides detailed step-by-step actions to be taken in
the event of equipment failure or process problems and includes contingency
plans such as alternative equipment that may be used or the manual operation
of equipment.
Standard specifications are typically provided by industrial or manufactur-
ing engineering, and manufacturing uses the information to develop standard
procedures and operator instruction sheets, as necessary. Some companies con-
fuse these specifications with standard work for the operator, but the standard
specifications do not tell the operator anything about work steps, timing, or
how to optimally perform the job.

Standard Procedures

These are developed by the manufacturing group and are used to define oper-
ating rules. The procedures may be necessitated by the other sources of standards
or may be the sole responsibility of manufacturing. Examples include:

◆ Standard work in process
◆ Kanban rules and parameters (inventory levels, number of cards, etc.)
◆ Material flow routes within the facility
◆ Defined 5S requirements
◆ Production result boards
◆ Color coding