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Elements and Performance Criteria

  1. Examine previous improvements
  2. Implement corrective actions
  3. Check changes
  4. Check for further improvements

Range Statement

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Competitive systems and practices include one or more of:

lean operations

agile operations

preventative and predictive maintenance approaches

statistical process control systems, including six sigma and three sigma

Just in Time (JIT), kanban and other pull-related operations control systems

supply, value, and demand chain monitoring and analysis

5S

continuous improvement (kaizen)

breakthrough improvement (kaizen blitz)

cause/effect diagrams

overall equipment effectiveness (OEE)

takt time

process mapping

problem solving

run charts

standard procedures

current reality tree.

Customers include one or more of:

internal customers

external customers sufficiently close to the individual’s work as to be easily identifiable

final customers used as the basis for the identification of value and waste.

Suppliers include one or more of:

internal suppliers

external suppliers sufficiently close to the individual’s work as to be easily identifiable.

Measuring improvements includes one or more of:

personally taking measurements

arranging for measurements to be taken/made by appropriate personnel.

Procedures (written, verbal, visual, computer based, etc.) include one or any combination of:

work instructions

standard operating procedures (SOPs)

safe work method statements

formulas/recipes

batch sheets

temporary instructions

any similar instructions provided for the smooth running of the plant.

Corrective actions to sustain improvements include one or more of:

techniques for preventing mistakes by designing the operations process, equipment and tools so that an operation literally cannot be performed incorrectly (e.g. baka-yoke)

techniques that generate warning signals where a mistake is about to be performed (poka-yoke)

administrative techniques, such as procedure/work instruction changes

skilling techniques, such as training, mentoring, demonstration

process techniques, such as changing the process/conditions/variables.