Twi Job Instructions Std Work

7/25/2019 Twi Job Instructions Std Work

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TWIJob Instructions

Foundation of Standardized Wo

Marek Piatkowski February 2012


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TWIJob InstructionsHow to complete Job Breakdown Sheet



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Job Breakdown sheetJob Breakdown Sheet

Ref no.:

Date:

By:

Pre-Requisites:

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KEY POINTS

REASO

MAJOR STEPS

Department:

Process

Work Station :

Tools & Material:

Safety Equipment:


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Job Breakdown sheet

Complete information about the Joboperation number, w

parts and components used, tools, material, safety equipm

Major Steps As it saysonly major steps

Always start with a verb

Single short sentences

Key points

Safety and Quality

Knacks and tricks knowledge based on experience

Reasons

Job Breakdown Sheet

Ref no.:

Date:

By:

Pre-Requisites:

#

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KEY POINTS

REASONS

MAJOR STEPS

Department:

Process

Work Station:

Tools & Material:

Safety Equipment:


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Job Breakdown sheet

Job Breakdown sheet does not have to cover every

conceivable step, key point or motion

It is not a Complete Instructions Manual for the job thatbe handed to the employees.

The purpose of the Job Breakdown sheet is to help the

instructor organize the job in their mind and determine the

best way to convey this knowledge to the employee.

Once written it is merely a note from us to ourselves no

anyone else. They are organizing tools for the Trainernot

handing over to the Learner.

Train-the-Trainer.

Critical


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Major Steps

Definition: Any logical segment of the operation that help

the job or adds value to the product.

List all the steps of the job exactly as done by the present msure details include all material handling, machine work an

elements

Is Obtain pin and pick up screw driver a Major Step?

Is Insert the pin into the designated hole a Major step?

Major steps are not meant to be complete time motion stu

Focus only on Operator movements


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Key Points

For every Major Step list the important Key Pointssafety

are always key points

You know that there are a few key points in every operatobserved and followed, prevent accidents, scrap, delays, an

to tools and equipment

If these key things are done right, the whole operation is rig

one of them is missed the operation is wrong

If you present the job with these key points made clear, the

will really get it

He will do the operation right the first time. He wont be f

the work - making mistakes - getting hurt


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Reasons

There is a difference between child education and adult ed

Most of the adults while learning need to know the reason

In creating Reasonsto perform a job try to use special wordtalking about the work, the product, the tools, or doing the

Identify special precautions to insure required quality

List notes on waste prevention, either of tools or materials. Safet

precautions necessary for the learner to know

Notes on the troublesome points where the learner must exercis

judgment Supplementary information such as how the product is used, and

ties into other operations.


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Job Breakdown sheet

Job Breakdown sheets should be simple, common sense rem

all that we must cover when teaching the job or capturing t

elements.

While it is important to be thorough, it is equally important

simple and concise.


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Example of Job Breakdown Sheet OperatingMajor Steps Keypoints Reasons for Key points

Prep the patient 1. Set out central line kit2. Check lab reports3. Lay patient on back4. Place rolled up towel between patients shoulderblades

1. immediate access2. prevents potentia

the procedure/che

procedure could b

to the patient3. makes access to v

4. makes finding theApply anesthetic 1. Swab chest with antiseptic

2. Inject5ccs oflidocaine1. prevents infection2. keeps the patient

excessive pain

Insert needle into vena

cava

1. Find clavicle2. Puncture chest with right under the clavicle3. Continue to push needle into the subclavian vein with a

steep angle

4. Pull back on the syringe5. Pull syringe off, leaving the needle in place

1. makes locating th2. finds subclavian v3. avoid puncturing 4. indicates if the ne

cava or an artery.

indicates vena cav5. helps to put the gu

Insert guidewire 1. Insert guidewire into the needles bore and into the vena

cava2. Do not force in3. Do not let go4. Do not let wire touch anything unsterile

1. serves as a placeh

and the central lin2. prevents damaginthe heart

3. prevents loss of thpatient

4. prevents infection

Dilate the puncture point 1. Remove needle and replace it with a thick plastic 1. the plastic widens the v

Put in the central line 1. Remove plastic, thread the line over the wire until it is all theway into the vena cava

2. Remove wire

3. Flush the line with heparin solution with a syringe4. Suture the central line into the chest

1. inserts the central line i2. wire is no longer neede

3. removes fluids out of th

4. keeps the line in place


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How to change a tire


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Job Breakdown Sheet

Workshop Theme:Lean

Workshop No. Team Date:

Page:Of:

Parts: Tools:

Process:

No.

WHAT?Important StepsHas the job advanced?

WHY?

Reasons(for the key points)

HOW?

Key PointsMake or break,

injure worker, easier to do

Training Aid


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Job Analysis for Instruction Purpose

Qualified Instructor should be able to analyze each job prio

instructing or developing Standardized Work.

Experienced operators often overlook details of the job, whbecause of his intimate knowledge, have become second n

them.

They must look carefully at every detail of a job from the be

viewpoint before attempting to teach it.

They must be able to recognize and pull out the key operat

or tricks of the trade which are most vital to the successfu

performance of each operation.


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How to instruct Adults

Most of us just jump right in and start instructing or corre

operator without much thought or planning.

Perhaps your Supervisors/Leaders do the same because: They know the job so well they have forgotten the things that st

learner

They know it so well that they do not plan how to instruct

They know it so well that they dont pick out the key pointsthe

things that cause accidents, scrap, re-work, delays, and damage t

equipment. To instruct an employee right takes just a little extra time a

moment, but it always saves hours and days of time later o

prevents a large part of the scrap, spoiled work, and accide


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How to Instruct 4 Step Method

When instructing, there are four Basic Steps to follow

1. Prepare the Learner

2. Present the Operation

3. Try out performance

4. Follow up

They really are no different than what your instructors do

These steps help them do it well and thoroughly. At least

helped thousands of others.


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Job Instructions Starting Point Standardized WorkHow to initiate Standardized Work



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Traditional Approach to Work Instru

1. Engineering CreatesWork Instructions usingMTM, Time Studies orother methodologies

2. Delivers Standard Work toManufacturing to

Implement

3. Difficult to Implement due overwhelming factors

No deep understandingInstructions

Can not use as a probl

measure to eliminate warea

Can not fully see Chaoon Line

Often not updated wheis made


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Standardized Work Approach

1. Supervisor / TeamLeader engages

Employees andEngineers to develop

Standardized Work

2. Team Leader implementsStandardized Work on the

shop floor

3. Team Leader uses STW to manage ProArea more efficiently

Deep understanding of tasks assooperators job

Team Leader and Operators work

provide a safer/more efficient worenvironment.

Can use Standardized Work to solvproblems and eliminate waste

Easily update Standard Work afterfloor


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Establishing Standardized Work

Standardized Work should bedetermined at the actual wor

group of employees lead by a Supervisor

Standardized Work should not bedetermined by Engineeridepartments. Engineering must support and be a part of an

Implementation Team.

The Implementation Team identifies work elements and the

of operation

If possible the Supervisor or Manager should perform the n

sequence by himselfto demonstrate that it works

Operators use this information as a starting point to develo

improve Standardized Work.


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STW Implementation Steps

1. Select production line or a work cell

2. Calculate Takt Time or PCT (Planned Cycle Time)

3. Capture current situationWork Elements

4. Calculate Process Capacity

5. Analyze Current Situation

6. Kaizen - Implement process improvements

7. Implement Standardized Work


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Standardized Work Implementation S

M/C# 5

M/C# 3

WIP

R/M

M/C# 4

M/C# 2

M/C# 1

R/M

WIP

WIP

Sequence of Implementation

1.Select Production Lineor a Cell

7. Implement StandardizedWork

6. Kaizen - processimprovements

WorkElements

(Working or Walking -Waiting is NOT aworkelement) #1 #2 # 3

1 Load cross bar 4.5 3.5 5.5

2 Load C bracket 6.5 4.5 5.5

3 Insert pins and screws 7.0 6.0 7.0

4 Start the machine 1.0 1.0 1.0

aiting for machine to cycle 7.0 7.0 7.0

5 Unload C bracket 4.5 10.0 4.5

6 Unload cross bar 5.0 5.0 4.0

Total

2 5 .5 3 0 .0 2 7

PROCESS CAPA

#

OperatorCycle TimesOperator Time Observations

TotalCyc

L in e/ Se ct io n

1 Gear Cut- GC614

2 Chamfer - CH228

3 Gear Cut- GC1444

4 Gear Cut- GC1445

5 Test- TS1110

Tota

MachineDescription#

MachineCapacity

MachineTimeObservations

M

4.Ca

Man

INITIAL OBSERVATION SHEET .

Process Name/Address: Manufacturing Cell D

Date:

04.03.11

RoughSketchofaPro cess 1. pattern drtivern onto capanello2. etsblno momento frinvertplagunadseca3. ingotmentdfrromgn drafte r mondureato4. picken dtiremnto

5. installatzione drivento

7. wlkaway from the unituntsmhmilen8. ihkinde finito9. stndo tsrtto forgetito moento

Completedby: Andrew MacPhail Junior

Q ua l it y Ch e ck S a fe t yStandardIn-Process-

Stock

OperatorCycleTimes

Number ofShifts

3

CriticalOperation

O b s er v . #1 O b s er v . #2 O b s er v . #3 O b s er v . #4 O b s er v . #5 C/T

39 42

301020

44 41 45.5 37

7.2

WorkElements

6. testminutorgen

WorkingHoursper Shift TAKTTIMECustomer Requirement s

M/C # 5

M/C # 3

WIP

R/M

M/C # 4

M/C # 2

M/C # 1

R/M

WIP

WIP

3.Capture currentsituation

2.Calculate TaktTime or PCT

5.Analyze CurrentSituation

5

10

15

20

25

30

D 2 - 26

TaktTime=27sec

D 2 - 10 D2 - 12 D2 - 14 D2 - 16 D2 - 18 PP - 01 D2 - 01P P - 03

5

10

15

20

25

30

D 2 - 26

TaktTime=27sec

D 2 - 10 D2 - 12 D2 - 14 D2 - 16 D2 - 18 PP - 01 D2 - 01P P - 03

2. Analyze the Current

Situation

1. Clarifythe Goal

3. Generate Original

Ideas

4. Develop

Implementation Plan

5. Implement the Plan

6. Evaluate the New

Method

2. Analyze the Current

Situation

1. Clarifythe Goal

3. Generate Original

Ideas

4. Develop

Implementation Plan

5. Implement the Plan

6. Evaluate the New

Method


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Job Methods Technique

STEP 1Break down the Job

List all details of the job exactly as done by the present method. Be suinclude material handling, machine work and manual work

STEP 2Question every detail

Why is this necessary? What is its purpose? Where should this be doshould it be done? Who is best qualified to do it? How is the best w

STEP 3Develop the new method

Eliminate Waste and unnecessary details, combine details when prac

rearrange for better sequence, simplify work. Write up your proposemethod.

STEP 4Apply the new method

Get final approval of all concerned on safety, quality, quantity, cost. P

method to work.


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Analyzing theTeaching the job

Major Steps - Work Elements

Training within Industry Standardized W

C i i i


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Capturing current situation

Observe and learn about work process at the cell

Identify Cell layout (boundaries)

Learn about a type of product being produced or serviceperformed

Identify number of machines/equipment and their func

Identify which equipment operate automatically and wh

Operators to load and unload parts

Identify number of operators and their responsibilities Learn about the flow of work and delivery of componen

S f W k El


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Sequence of Work Elements

Work elements are used to describe the steps (sequence) t

machine, assemble a part or change a tool

Work Elements in Standardized Work should be the same a

Stepson the Job Breakdown sheet (Job Instructions)

Work elements are those which are required to complete a

very basic level

By combining work elements in a sequence we are able to c

whole job

Any job can be broken into a series of elements. When ana

contents of an operation it is very important to understand

makes up the most basic elements of a job

W k El t f th O ti


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Work Elements of the Operation

An element is a fixed amount of work

Upon completion of an element you will have advanced you

some fashion

You can not complete an operation by doing just one eleme

You must combine several elements to complete a task

Combining elements leads to a series of actions

Elements can stand alone, but the can also be further subd

An element is something you can teach or show

O t b ti


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Operator observations

Observe an operation until you fully understand all operato

movements, motions and sequence

Breakdown each operation into Work Elements.

Identify a Starting pointand a Finishing pointfor each wor

Work Element is the smallest amount of work that can be p

by one person.

Set several work elements into groups substantial enough t

them in seconds

Establish the lowest repeatable time per each work elemen

E l f W k El t


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Examples of Work Elements

Good

Paint top of the component

Load the part into tester

Assemble part A to B

Insert the pin

Poor

Assemble all parts - (too broad)

Repair part - (too general)

Pick up the bracket with your left hand and hold it. With your riginsert a blue pin, be careful(too complex)

Inspect the part - (no standards)



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Collect all the information regarding:

Cycle times

Takt Time

Changeovers and changeover times

Values added and non value added activities

Names and types of products and components manufactured at t

Type of service or activity being performed

Observe the Process

Develop rough sketch

List work steps (sequence of work) and work elements

Process Capacity Sheet


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Process Capacity Sheet

Machine Capacity sheet is used to calculate daily productio

of each machine or equipment of a manufacturing process.

By completing the Machine Capacity Sheet, it is possible to

slowest machine (bottleneck)among all the equipment of

manufacturing process.

The slowest process/machine (constraint) will define the pr

Planned Cycle Time(PCT) and Machine Capacity

The Process Capacity sheet serves as a foundation for prep

Standardized Work Combination Table.

Operator Work vs Machine Work


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Operator Work vs Machine Work

If the operator is merely observing machine operation, the

observation is waste (waiting) and should be eliminated.

Cycle times must be separated between work that require

people and machines to work togetherin this case it includeload and unload the machine and

work done by a machine working without human involvement

operates automatically

Machine Cycle Time = loading + machine auto cycle + unlo

Worksite Management


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Worksite Management

Provide training to operators on using Work Standards and

Standardized Work

Assure that operators perform tasks in accordance with def

standards

Solicit feedback from operators on effectiveness of standar

Alert engineering and support groups of any problems with

Revise standards to reflect all changes made

Maintain and improve existing standards

Supervisors are expected to manage their areas of res

through a use of Work Standards and Standardized


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Lean TransformationThis presentation is an intellectual property

No parts of this presentation can b

without a w

Marek.Pia

ww

Documents

Twi Job Instructions Std Work