Page 156 - The Toyota Way Fieldbook

Chapter 6. Establish Standardized Processes and Procedures 133

The reassignment also provided additional advantages, such as two
people working simultaneously on setup activities, thus reducing the
overall setup times. This reduction facilitated the reduction of batch
sizes, increased the run frequency, and reduced the overall inventory.
The team leader position ensured that each position would be filled
every day and the output would be consistent. Andon signals were
added to the machines to notify the material feeder before the machine
ran out. The andon also included notification of impending setup and
tool changes. These signals allowed the operators to prepare for upcom-
ing tasks, verifying the readiness of tools and material before the actual
need. These changes increased the overall output of the operation by
30 percent.

TRAP
Is Standardized Work an ISO-Controlled
Operator Instruction?
Many companies today have pursued ISO certification. As
organizations struggle with defining ISO requirements, this
question will undoubtedly be raised when we begin to use stan-
dardized work: “Is standardized work a controlled document
per the ISO requirement?” While we are not ISO experts, we
have seen the result as companies struggle with the paperwork
nightmare often associated with ISO. Many companies opt to
refrain from posting any documents out of fear of getting
“dinged” on an ISO audit or because every change to the process
will require a laborious effort to update the paperwork. One
company we observed removes all standardized work docu-
ments prior to an ISO audit and replaces them afterward (to
appease the lean auditors). Whether standardized work is in fact
a controlled document per ISO requirements depends upon
interpretation.
Remember that standardized work is used as an analysis tool
and establishes a baseline for continuous improvement. It is not an
operator instruction, and it is not provided to the operator as a
training tool (see myths, above). Management uses it to audit and
verify the general steps of the job, and as such, it should be up to
date. If you do make standardized work a controlled document,
create a simple system that allows it to be “a living document” and
makes it easy to change (e.g., one level approval process).