STANDARD OPERATIONS

What is a Standard? The currently accepted criterion by which performance or product is judged, and without which all such judgements would be merely subjective opinion: a means therefore of recognising the factors necessary to provide high quality, low cost commodities within the given time scale. What is a Standard Operation? The best currently available method capable of sustaining the quality, cost and delivery time as specified and furthermore securing operational safety. The best current operation will be capable of eliminating waste, irregularity and irrationality during production and will render the operation easy, quick, inexpensive, precise and safe. What is a Standard Operation Sheet? A written compilation of the above drafted according to a common format and employing basic techniques. n a !orld "lass "ompany this will be the responsibility of the Team #anager indeed constructing, monitoring, enforcing and continually improving and revising the standard operation will account for around $%& of his job. Functions of the Standard Operation Sheet a' b' c' d' A training aid p a clear, concise, comprehensive reference document for both trainee and instructor. A monitoring document ( a means of ensuring that actual methods reflect the standard and are common to different operations, different shifts, etc. A control document ( a reference source upon which to record improvements, method changes, problem countermeasures, parts or tooling changes, etc. An audit document ( it contains much of the information necessary to assure customers and other outside agencies )e.g. *actories+ nspectorate, government ,-.%%%, commercial customers etc.' that processes and procedures conform to essential standards of safety and quality control. A supervisory/engineering document ( it provides a means of appraising activities in order to minimise non 0value added+ actions and balance work through arranging elements into job assignments. The details operation analysis is a means by which times can be allocated in order to derive a standard time for the job. A base for all improvement ( it is only possible to seek improvements if the current position is known in detail with all its benefits and drawbacks so that change can be quantified. *inally, and most importantly, it is the vehicle by which the never ending drive for improved company performance is engineered into the daily activities of the whole workforce.

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The rationale for Standardisation Standardised processes and operations produce consistent quality results Ad hoc processes are prone to error, can be difficult to sustain and do not have built in quality. ,tandard -perations are designed to be the opposite to give consistency. 1ariability of quality can usually be traced directory to variation in operations or processes. The process or operation determines the quality of the product or service and there consistency of process produces consistent quality. f quality varies then a standardised process can be examined easily and quickly thus eliminating the process as a source of the problem. Standardises processes !i"e the tea# the a$ility to pro"ide product%ser"ice &ithin a pre'deter#ined ti#e scale ,tandard -perations generally take a consistent standard time to achieve. 2ecause they are designed to be operated easily and safely with the minimum of waste they are more easily timed, allowing improved planning of resource and capacity. A consistent standard operation allows processes to be moved around with little chance of error due to the move. Standardised processes can $e "irtually !uaranteed to $e safe ,afety elements are 3designed into4 the ,tandard -peration at the development stages. The operations are analysed in such a detailed way that 3short cuts4 etc., can be trialled and confirmed without the operator having to try them illegally. Standardised processes can $e #ore easily tau!ht to other operators and ne& tea# #e#$ers 5ey operations are actively highlighted to break the 3black art4 of processes into manageable actions. The key elements are listed and documented in an easily understood format. Standardisation is the easiest &ay of capturin! s#all i#pro"e#ents and #a(in! the# a part of the operational acti"ity ,tandardisation records key process and operational aspects so that they are easily accessed by the team and Team #anager. ,mall improvements would normally be missed by more generic work instructions devised by non(operational staff, small improvements are easily incorporated in standardised processes. Standardisation requires a thorou!h e)a#ination of the operation or process at its source

,tandardisation takes time and a logical approach to examine the key elements of the process, at the process, in the actual operation conditions. ,tandardisation needs real products and conditions to be analysed in order to work in the 3real world4. Standardisation requires #ethodical and syste# chec(in! of processes and procedures To sustain product quality, safety and easy working practices over time the standard process must be checked at 6st 7ine #anager level, against the audited ,tandard -peration sheet. *ENEFITS Allows the first line manager and his team to define, sustain and improve the production process including procedures for quality actions, machine changeovers and basic maintenance. mproves consistency of performance and reduces product variation. 8nsures a permanent fix for quality problem countermeasures thus preventing reoccurrence of the same problems on a cyclic basis. 8stablishes real quality control at source and reinforces manufacturing accountability:( recognising that quality cannot be managed by remote control. 9rovides a system on which to base thorough on(the(job operator training to enhance operator+s and first line manager+s process/technical knowledge. :educes administrative burdens on technical and ;.A. staff and clarifies and encourages a positive, supportive and profitably relationship between manufacturing, 8ngineering and ;.A. functions. Engineering ... spend less time struggling to keep process documentation up to date and more time carrying out engineering work. Quality Assurance ... are regarded less at 3blockers4 or as being employed to 3catch manufacturing out4 and more a valuable allies in the drive to add value to products. Manufacturing ... cease to be the victims of change and become the vanguard of improvement, Allows rapid introduction of quality countermeasures through independent action at first line manager level and below ( the Standard Operation thus becomes not an imposition but an opportunity; not al impediment to improvement introduction, but a releasing agent.

+ STEPS FOR ,ONSTR-,TIN. AND RE,ORDIN. A STANDARD OPERATION / ANA01SE T2E 3O* 4OPERATION ANA01SIS56' <o the job and write down a details blow(by(blow account of the activities performed= manual, visual, mental etc., including all steps necessary t o guarantee quality, efficiency and safety. f there are different way of doing the job, all are analysed. I8PRO9E TO .ENERATE T2E *EST ,-RRENT 8ET2OD6' Think over these steps: ( >ow can the job be made easier or quicker. ( >ow can we make it difficult to get wrong );uality and ,afety'. Then write in any improvements. ,ONFIR8 T2E 8ET2OD 4A56' Try out the improved method, to check that it is quicker/easier and that quality standards are met. "orrect any errors or sections left out, then: DI9IDE INTO 8AIN STEPS6' ,ummarise and write the main stages of the job. <escribe each stage or #ain step in a brief and straightforward way= !hat you do, to what? with what? IDENTIF1 T2E =E1 POINTS6' *or each #ain ,tep, write in the subtle 0tricks+ of the job which ensure that quality, safety and efficiency requirements are met. ,ONFIR8 T2E 8ET2OD 4*56' Try out the method again, just following the #ain ,teps and 5ey 9oints to be sure that they are, by themselves, sufficient to perform the task correctly. "orrect any errors or sections left out. ,O8P0ETION6' Add sketches and diagrams where helpful or necessary and details such as tooling, tolerances, protective clothing, training notes, etc.

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ANA01SE T2E 3O* 6. @. B. C. D. $. E. G. .. 6%. 66. 6@. 6B. 6C. 6D. 6$. 6E. -pen boot and obtain jack. Aack up car. -btain brace from boot. :emove hubcap with brace end. :emove wheel nuts and aside. :emove wheel and place in boot. Fnclip spare wheel retainer. 7ift out spare and place on hub. 9ick up wheel nuts in :>. ,imultaneously hold wheel in place with 7>. and start nuts on studs with :>. Tighten nuts with brace. :eplace hubcap. 7ower jack and remove from car. :eplace brace in boot. 9lace wheel in well and clip retainer. "lose boot.

I#pro"e to !eneral the $est current #ethod Avoid problems with original analysis, e.g.:( / 7 Difficult to slac(en nuts after &heel raised Too #any &asteful ?ourneys to and fro# $oot

,- ... A better method becomes:( 6. @. B. C. D. $. E. G. .. 6%. 66. 6@. 6B. 6C. 6D. 6$. 6E. 6G. 6.. @%. @6. @@. @B. -pen drivers door, check handbrake is fully engaged by lifting lever. 7ift boot lock lever until click is felt. !alk to boot and open lid. 9ress spare wheel hard to confirm it is inflated. Fnclip wheel retainer. 7ay wheel flat on boot floor and load jack and brace. 7ift out wheel, carry to wheel arch, squat and lay wheel on ground on right of wheel arch. Fse flat end of brace lever to prise off hub cap, aside hub cap, concave surface up. ,lacken wheel nuts off @ full turns with brace, aside brace. 8ngage top end of jack to nearest jacking point, ensure lower end is on flat surface and jack is vertical. Turn jack handle clockwise until wheel is about @4 clear of ground. 9ick up brace and place nuts in hub cap. Aside brace and place nuts in hub cap. Fsing both hands, lift wheel off studs and rest against panel to left of wheel arch. 9F spare wheel, align with studs and place on hub. >olding wheel on hub :>, 7> pick up nuts and start on threads top first, then bottom, fitting bevelled end of nuts towards hub. ,imultaneously 7> fit remaining nuts, :>. 9F brace and run nuts to hub in sequence shown. 7eave brace on final nut. Turn jack handle anti clockwise to lower car. :emove jack. Fsing both hands fully tighten all nuts in reverse sequence )C B @ 6'. 9F jack, walk to boot and aside jack and brace. !alk back, 9F hub cap and centralise over retaining clips on wheel. 9ush home firmly confirming -5 condition by click of clips and even gap between hub cap and wheel profile. 9F spare wheel, carry to boot and place in wheel well. ,lip spare wheel retainer in place= close boot.

DI9IDE INTO 8AIN STEPS6' 6. @. B. C. D. $. E. G. .. 6%. 66. 6@. 6B. 6C. 6D. 6$. 6E. 6G. 6.. @%. @6. @@. @B. -pen drivers door, check handbrake is fully engaged by lifting lever. 7ift boot lock lever until is felt. !alk to boot and open lid. 9ress spare wheel hard to confirm it is inflated. Fnclip wheel retainer. 7ay wheel flat on boot floor and load jack and brace. 7ift out wheel, carry to wheel arch, squat and lay wheel on ground right of wheel arch. Fse flat end of brace lever to prise off hub cap, aside hub cap, concave surface up. ,lacken wheel nuts off @ full turns with brace, aside brace. 8ngage top end of jack to nearest jacking point, ensure lower end is on flat surface and jack is vertical. Turn jack handle clockwise until wheel is about @4 clear of ground. 9ick up brace and place nuts in hub cap. Aside brace and place nuts in hub cap. Fsing both hands, lift wheel off studs and rest against panel to left of wheel arch. 9F spare wheel, align with studs and place on hub. >olding wheel on hub :>, 7> pick up nuts and start on threads top first, then bottom, fitting bevelled end of nuts towards hub. ,imultaneously 7> fit remaining nuts, :>. 9F brace and run nuts to hub in sequence shown. 7eave brace on final nut. Turn jack handle anti clockwise to lower car. :emove jack. Fsing both hands fully tighten all nuts in reverse sequence )C B @ 6'.

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9F jack, walk to boot and aside jack and brace. !alk back. Ccondition ( "8HT:A7 ,8 "7 gap 9, 9F hub cap and centralise over retaining clips on wheel. 9ush home firmly confirming -5 by click of "A9 clips -18: and even C :897A"8 >F2"A9 -H >F2, T--7, I 28*-:8 9F,> HJ -H between hub cap and wheel profile. !>887 H 2--T, I "7-,8 2--T. 9F spare wheel, carry to boot and place in wheel well. ( "7 9 ,9A:8 H !>887 !877 ,lip spare wheel retainer in place= close boot. IDENTIF1 T2E =E1 POINTS6'

6. @. B. C. D. $. E. G. .. 6%. 66. 6@. 6B. 6C. 6D. 6$. 6E. 6G. 6.. @%. @6. @@. @B.

-pen drivers door, check handbrake is fully engaged by lifting lever . 7ift boot lock lever until is felt. !alk to boot and open lid. Press spare wheel hard to confirm it is inflated. Fnclip wheel retainer. 7ay wheel flat on boot floor and load jack and brace. Lift out wheel, carry to wheel arch, squat and lay wheel on ground right of wheel arch. Fse flat end of brace lever to prise off hub cap, aside hub cap, concave surface up. Slacken wheel nuts off 2 full turns with brace, aside brace. Engage top end of jack to nearest jacking point , ensure lower end is on flat surface and jack is vertical. Turn jack handle clockwise until wheel is about 2 clear of ground. 9ick up brace and place nuts in hub cap. Aside brace and place nuts in hub cap. Fsing both hands, lift wheel off studs and rest against panel to left of wheel arch. 9F spare wheel, align with studs and place on hub. >olding wheel on hub !", L" pick up nuts and start on threads top first , then bottom, fitting bevelled end of nuts towards hub. ,imultaneously 7> fit remaining nuts, :>. 9F brace and run nuts to hub in sequence shown. 7eave brace on final nut. Turn jack handle anti clockwise to lower car. :emove jack. Fsing both hands fully tighten all nuts in reverse se#uence $% & 2 '(. 9F jack, walk to boot and aside jack and brace. !alk back, 9F hub cap and centralise over retaining clips on wheel. 9ush home firmly confirming -5 condition by click of clips and even gap between hub cap and wheel profile. 9F spare wheel, carry to boot and place in wheel well. )lip spare wheel retainer in place = close boot.

On!oin! #aintenance of Standard Operation Sheets Standard Operations #ust $e o$ser"ed on a cyclic $asis as often as possi$le 4daily ideally5 "onfirmation: observe to check that it is being followed. mprovement: observe to find quicker, easier, better methods. The source of easy improvements are within the process and can usually only be found by analysis. 9otential problems: observe to predict and prevent problems. "ountermeasure them before they appear to avoid fire fighting. After changes to production levels to ensure consistency. "hanges in levels may require simple changes in method or line balancing within the team. 9roblem solving: to allow improvement or retraining if quality, safety or ease of work is a problem. Standard Operations should $e audited as a (ey perfor#ance #easure for the tea# Audit will provide a quantifiable measure of 3skill4. ,kill is ability to follow ,tandard -peration, will check that sufficient cross training has taken place within the team. Audit will ensure that -perators sustain ,tandard -perations, and so helps sustain standard conditions in the Lone. f tools, materials etc. are not consistent then ,tandard -perations are difficult to sustain and improve, audit will highlight problems in Lone discipline. Standard Operations #ust $e used and (ept up to date ,tandard -perations must be accessible and close to the work process, so they can be used and updated easily by the team and #eister. "hanges in spec., process, standards must be recorded. Allows recording of 9(<("(A activities and changes to customer requirements to be captured immediately and therefore applied immediately. Allows cross shift changes to be more easily made. Standard Operations #ust $e used to train ne& personnel or cross'train personnel ,tandard -peration should reflect the best current method available and therefore should be the method taught to 3new4 personnel ensuring consistent methods are used through the team and across the shifts.