Work Instructions are one of the most reliable and effective methods of providing task-based information to readers. From dinner recipes, Lego builds, and DIY furniture, to the assembly of your smart phone or your favorite SUV; all rely on good work instructions to produce a quality end product.
Standard Work Instructions (SWIs) are documents that provide step-by-step, action-based directions to perform a specific task or process in the most efficient and effective way possible while ensuring quality. Good SWIs should include all the information needed (including visual aids) required to complete a process.
In manufacturing, these SWIs are particularly important to operators who rely on them to properly perform their job.
SWIs are a reliable method of sharing controlled process specific information with operators. The following aspects of SWIs make them extremely important:
Well-made SWIs break down process tasks into individual steps that are easy to understand and follow. The step-by-step guidance provided through an SWI promotes operators to perform the processes in the correct sequence without skipping steps, thereby minimizing errors.
Most SWIs include Visual Aids such as photos, diagrams, charts, and annotations that help to effectively communicate how to complete each process step. When done correctly, Visual Aids complement the step description and improve operator understanding of the process.
Good SWIs demonstrate standardization of work processes which is critical for process consistency. Having standard SWIs, any person can learn and understand how to perform the process while also reducing the learning curve. This helps reduce variation in process outcomes across workers, shifts, days of the week, and even different locations, thereby standardizing product quality.
Accurate SWIs promote accountability among operators as they rely on the standard they are expected to follow and achieve. This helps build trust and reduces the potential for unwanted conflicts.
SWIs can include process productivity standards such as Takt Time, Process Step Durations, Setup or Inspection Time Allowances, Target Production Rates, etc. which help operators keep track of their productivity. As a result, meaningful deviations from set productivity standards can be identified and analyzed. Most often, such instances bring process design problems to the fore that need to be addressed using kaizen and other lean methods.
A significant intangible benefit of having good SWIs is improvement in safety. Following a good SWI not only minimizes the risk of performing a step incorrectly but also distances the worker and/or the product from potential unsafe circumstances. SWIs are used to promote and re-iterate usage of proper PPE wherever applicable. Utilizing visual aids, SWIs help guide operators through correct and safe usage of tools, equipment and devices while also providing relevant caution notes or warnings as needed.
Good and up-to-date SWIs function as effective tools when training new workers or re-training / cross-training existing staff. This helps build confidence among workers as well as promote usage and reliance on SWIs, making it a part of the work culture.
The recommended methods and level of sophistication needed for successful implementation of SWIs vary on the nature of the workplace and where they currently stand on their SWI journey.Â
At IMEG, we use a 4-step approach that works best when developing a SWI system.
1.
Focus on the ‘standard’ aspect. Establish standard formats and templates for your SWI documents. Seek answers and build consensus around questions such as:
2.
Collect and compile all required data. This usually includes observing the processes (more than once if needed), taking pictures and videos of the process, determining cycle times and performing time studies as required.
3.
Develop. Review. Deploy.
4.
Maintain and Improve SWIs over time (more on this below). Expand them to other operations as needed.
This approach sounds easy but requires organized efforts, dedicated personnel, and consistent follow-through over multiple weeks, even months, to ensure successful implementation and long-term sustainability. IMEG has immense experience and has executed many such meticulous projects for our clients. To support your efforts, we’ve also created a Work Instruction Template that helps standardize tasks, clarify expectations, and ensure consistency across teams.
SWIs are not static documents, but rather dynamic ones. The level and rate of changes experienced by SWIs depend on a lot of factors like the process/product development stage, process criticality, process stability, process complexity, worker skill requirements and so on. Thus, maintaining SWIs is as critical as creating and deploying them.
Basic updates and control of SWI documentation include performing periodic audits and reviews of deployed SWIs, exercising revision control and archiving obsolete documents.
Advanced SWI systems are typically integrated into an organization’s workflow and are part of their Quality Management System (QMS). Formal engineering change requests and process deviation requests act as triggers for reviewing and updating SWIs.
Market leading manufacturers have realized that investing in a good Standard Work Instruction system is economically rewarding due to its ability to improve productivity, increase product quality and reduce waste.
IMEG has partnered with Visual Knowledge Share (VKS), an integrated work instruction platform that is a one-stop solution when it comes to upgrading an SWI system. VKS is an affordable web-based SWI solution that simplifies development and maintenance of work instructions and enables continuous improvement initiatives through features like:Â
Our experienced team has vast expertise in developing Standard Work Instructions according to your needs and requirements. From capturing tribal knowledge and digitizing work instructions to implementing Visual Knowledge Share (VKS) at an enterprise level, IMEG offers prudent industrial engineering services coupled with invaluable insights that transform businesses.
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