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JULY 2019 I SMT007 MAGAZINE 129 development organiza- tion, VKS, that special- izes in visual factory solu- tions has research data collected via CMP AMS Ltd. and reports a qual- ity improvement of 93% reduction of internal defects from the imple- mentation of smart work instructions (Figure 2). 3. Right Metrics Measurements drive behaviors. There is so much truth in that state- ment, and having the right metrics in your operations can make the difference in how the workforce performs in the factory. Top companies create metrics or key performance indicators (KPIs) with the focus to bring value to their employees. Philosophically, remind your team that it's not the quantity of metrics but the quality of metrics that matter. Fewer is better. Here are five questions you can ask as you define the right metrics: • What is your organization's value proposition? • What behaviors do you want to instill in the workforce that supports your value proposition? • Are you collecting the right data to measure outputs that drives those behaviors? • How frequently will you be commu- nicating the metrics to your employees? • What action plans will you take to address trends or outliers shown in your metrics? Once you have documented a proce- dure that answers these questions, then select a handful of metrics and make them part of your culture's DNA. 4. Change Control Change is inevitable, and how we control change is challenging. Hundreds of books and methods on change management exist with valuable theoretical guidance. However, the secret recipe of change control is not creating the perfect procedure based on theory; instead, it's about creating a practical procedure based on risk levels when a change occurs. I highly recommend funneling all changes that affect manufacturing into one common change control system. One system allows for standardization, consistency, and traceabil- ity of records. Figure 3 provides a simple flow- chart of how this system can be set up based on risk levels. Figure 2: Defect reduction with smart work instructions. Figure 3: Example of change control that affects products.

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