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38 PCB007 MAGAZINE I DECEMBER 2019 Let's explore some simple steps in building a process and standardizing it. Here are my 10 steps to building a process and standardizing: 1. Identify the task that requires standardization or process creation. 2. Map the process from a high altitude (i.e., block diagram, flow chart). 3. Zoom in to the individual blocks and expand into macro steps. 4. Zoom in again and expand into micro-steps. 5. Rebuild the pyramid from micro-steps back to the master flow chart. 6. Test your process. 7. Review the continuity of the process. 8. Edit/revise. 9. Retest your process. 10. Release and standardize. Let's break down these steps even more so that I don't leave you all in a December Nor'Easta. In step 1, we want to identify what we are trying to accomplish. This may sound easy, but it may be the most difficult task of all. This is where many failures occur and can result in wasted labor, increased cost, and reduced productivity. For those of you involved in the world of ISO, this is an area where the term "risk analysis" becomes very apparent. Step 1 identifies a candidate for a process build or standardization. However, just be- cause it has been identified does not neces- sarily mean it should be committed. What is the benefit of creating the process or standard- ization? What is the risk of not committing to building or standardizing this process or task? Some ideas to think about here are whether the task is mission critical or is it a menial task that has no significant impact on the overall end result. Performing a solid analysis here can save time and money in the long run but combatting "over-standardization," or as I put it, "painting oneself into a corner." In step 2, we have decided that we need to proceed and build this process or standardiza- tion. A big mistake here is that many try to throw something together; "Write down how you do that task and bring it back." Sound fa- miliar? Send two people out on that same task, and I guarantee you that you will have two dif- ferent versions of that same task from each of them. What needs to be done here is a map of the task, including where it starts and what we want the end result to be. Depending on the process, this can be a rather simple map, or with more complex operations, it could look like the Dallas 635 freeway at 5 p.m. Make general diagrams or flow steps. I use the term "high altitude" here, as we want a global view of the process requiring standardization. Step 3 takes us down to a low altitude and breaks down the blocks. In a simple process, this may not require too much effort. In larger tasks, this is where a team approach works very well. Instead of just one person writing steps how they perform them, there is a collective ap- proach to the task which optimizes it for the best flow. This is where we identify sub-pro- cesses that may affect the success of this step. This lower altitude pass is a necessary step to prevent missed opportunities for success. In step 4, we are now on the ground or in the trench. We expand the tasks within our blocks and really turn the wrenches. This is the fine print of the task down to dial settings, colors to use, where to place what, use what tools, etc. Don't forget safety concerns, as well. We don't need an unexpected OSHA visit! We start building our pyramid in step 5. We combine steps 4 through in reverse order to bring our process or standard to maturity. Work instruction notes from the micro and macro levels are combined to validate the pro- cess map. This is where we find whether we are in our lane or experiencing a train wreck. For those of you involved in the world of ISO, this is an area where the term "risk analysis" becomes very apparent.