the overall process actually isn't documented. it is known and understood.
trained operators train the new people, the way the work is laid out if someone gets it wrong there is immediate feedback and the lien or team lead jumps in to make corrections.
equipment is controlled by only having the equipment required for the job at hand available. if it breaks, the line shuts down.
requirements are documented in the drawings and BOMs.
The engineers do their engineering work and then document the output in (usually) one system: material delivery timings are documented as part of the robot programming or route cards for manual delivery.
quantities to deliver are part of the ERP batch size and mixed model scheduling software.
QC testing requirements are in the drawings and specifications for electronically tested characteristics are transferred to the electronic system. manual and visual inspection are taught and distributed just like assembly operations.
The keys are discipline, standard work, visual workplace, engineering drawings, one source of truth and gemba (know the truth at the actual place where the actual work is going on). "processes" like corrective action and nonconforming material are known - managers teach it to employees and employees teach it to others. there is no tolerance for alternative approaches, unless and until a better way is developed and then it supersedes the previous approach. and every one is personally trained. This allows for flexibility and rapid response. It is the Toyota Production System and it uses an absolute minimum amount of method and process documentation. TPS uses knowledge, training, practice, feedback. operators - and engineers - do not read. they remember. believing that this isn't true is the fatal flaw of document systems.
Pilots do not rely on documented procedures: they are trained and they practice. the have visual and other sensory feedback to tell them when to adjust. they do have checklists (not reams and pages but a simple checklist as error proofing. heads up displays for the visual workplace.
trained operators train the new people, the way the work is laid out if someone gets it wrong there is immediate feedback and the lien or team lead jumps in to make corrections.
equipment is controlled by only having the equipment required for the job at hand available. if it breaks, the line shuts down.
requirements are documented in the drawings and BOMs.
The engineers do their engineering work and then document the output in (usually) one system: material delivery timings are documented as part of the robot programming or route cards for manual delivery.
quantities to deliver are part of the ERP batch size and mixed model scheduling software.
QC testing requirements are in the drawings and specifications for electronically tested characteristics are transferred to the electronic system. manual and visual inspection are taught and distributed just like assembly operations.
The keys are discipline, standard work, visual workplace, engineering drawings, one source of truth and gemba (know the truth at the actual place where the actual work is going on). "processes" like corrective action and nonconforming material are known - managers teach it to employees and employees teach it to others. there is no tolerance for alternative approaches, unless and until a better way is developed and then it supersedes the previous approach. and every one is personally trained. This allows for flexibility and rapid response. It is the Toyota Production System and it uses an absolute minimum amount of method and process documentation. TPS uses knowledge, training, practice, feedback. operators - and engineers - do not read. they remember. believing that this isn't true is the fatal flaw of document systems.
Pilots do not rely on documented procedures: they are trained and they practice. the have visual and other sensory feedback to tell them when to adjust. they do have checklists (not reams and pages but a simple checklist as error proofing. heads up displays for the visual workplace.