This is the basics.  We can help your plant staff think through these things and set and reach achievable processes and goals.

• Engineered Standards    Although most producers do not have an I.E. on staff, every plant should have a labor standard for each product produced.  Although individual pieces can take more time than the standard, don't make it too complicated.  It is easy to let the ideal stand in the way of the achievable.   In most computer systems, labor can be tracked. Goals should be set and progress monitored.

• Methods & Materials Analysis  Every task should have a design.  That design should specify the correct materials and the exact expected result.  It is undesirable to specify each step unless the expected results depend upon it.  Although this analysis can be done by an I.E., the best analysis is done by the supervisor together with the actual operators or crew.  A stopwatch is not needed.

• Documented Procedures & Materials    Every task design should be set down in writing.  How often do we have to reinvent the wheel.  Everyone can quickly recall some sad instance when some turnover caused task amnesia and we find the job is done wrong.  There are several good formats.  Every plant has one. The key is to use it, and refer to it, and train from it.

• Materials Control    One of the worst time wasting practices is sending production workers to fetch materials needed on the line.  Even in small plants, it pays to specialized the function of receiving materials and delivering them to production.  It is more efficient and gets the correct parts to the line, in the exact quantities needed.  Only ready to use materials should be brought to the line.  If it has a defect, discover it the day before.  Don't keep benchstock on the line; it invites using the wrong part.

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