Page 164 - The Toyota Way Fieldbook

Chapter 6. Establish Standardized Processes and Procedures 141

be those who do it every day. This is a problem if a regular employee
is absent, and it’s impossible for anyone outside of that group to easily
understand.
A team of three people who knew the process was assembled to develop
a loading pattern that would meet all of the required constraints regard-
ing color and model mix. It took this team nearly three days to finally
determine a pattern that met all parameters and conditions. With this
level of complexity, imagine the difficulty in memorizing such a pattern!
Is it any wonder that the operators were not “following the rules” when
the rules were so difficult to define?
The team developed an ingenious visual loading board that depicted
the pattern, requiring the operators to move a color-coded magnet
indicating the completion of the task. The operators responded favor-
ably because the requirement was defined and clear and they did
not get yelled at for not “following the rules.” The line stoppage was
reduced considerably, and the number of completed units (each unit
included several subcomponents) painted per day rose from 80 to over
110. As the operators gained a deeper understanding of visual standards,
they made several enhancements to the board, further clarifying the
requirement and incrementally leveling the mix (detailed in the next
chapter).

Standardization Is a Waste Elimination Tool

Developing standardized work is the first step. It not only provides a standard
way of doing the task, but the process of doing the analysis will reveal waste
that should be eliminated as part of developing the standardized work. When
standard work is developed and operators are properly trained, regular audits
are needed to check on whether the standards are being followed, and if not,
why. Operators should be encouraged to suggest changes that will improve the
process and be reflected in revisions to the standardized work.
Once standards are developed, the standard condition should be visually dis-
played so deviations from the standard will be obvious. The paint case example
illustrates the power of making a visual standard that was visible and under-
standable to everyone. Visual indicators by themselves become powerful tools
only when used for visual control, showing the contrast between the standard
and the actual situation (Figure 6-11). Following the standard as defined “clears
the clouds” and improves flow and overall performance. Toyota places a high
importance on the use of visual controls to support the adherence to standards.
We cannot stress enough the need to “make it visual.”