In this video, you're in the operation. What we're going to look at now. Last time we looked at understanding value and costing demand line. This time we're going to look at how the works are managed and different levels of standardization.
All this will come together at the end, to build a picture of just where the issues are within any operation, and potentially what the root causes of those are, and what we can do about them. It takes quite a logical sequence. So first of all, many people work. So, in terms of the work. Is there any element to short interval control in place in the operation. So have a look around, and it could be, it could be electronic. It could be on wallboards just anything get an idea of short interval control being used.
So, it's known, known by the managers known by the staff and do they're very in line with demand with very limited resources available as well as skills matrices in place. And today, do we know who's training more?
Is multi skilling commonplace and more probably are people just multi skilling for the hell of it, or are they multi skilled for specific peaks and troughs on particular operations. So, train everyone in everything could be gone multi skilling. It's probably a waste of time. If you target where you know you've got crossovers of peaks and troughs and cross skill in those areas, you may only need to cross skill 10 to 20% of the staff in certain areas, rather than spend in ridiculous amounts of money, multi skilling everyone in everything is simply wasting effort.
Are those skills matrices linked to training plans. As I said, you need to know your demand coming in, the types of skills that are required for those. So what you're looking for. Are all these things linked together. Does it make sense. And then in terms of standardization. One of the key, key areas in any organization is the standards, whatever you want to call them, whether they're one best way documents, best working practice documents, standard operating procedures. I've heard them called many different things. The key thing is, there has to be standardization in place in order for any improvement to take place.
TTL no reset without standardization, there can be no improvement. It's impossible. After the standards to have the foundation to have a baseline to give you something to build from. If you don't have standards in place, anything that you do in terms of trying to improve your business, it's like building a house or quicksand. You are wasting your time. Standards are the fundamental of any improvement in any organization.
So you're looking for either types of standard documents. Process user guides and how these be mapped using a process user group approach using subject matter experts in the process, rather than being dictated to by a group of engineers in an office. So have they got them and are they in use, you may come across areas and say yeah we've got standard documents, all the processes.
Matter standard format. No, that's great. But the next question you're looking to answer is, a lot of standards being adhere to. Are those documents being used, because if they aren't, then we're not done in the first place. So, what you're looking for in terms of standards is other standards in place, and are they been being used. Once you've got those, are they linked to the training materials are certain complete disconnect. It's time to do it over here 10 00 Over here, never the twain shall meet. So you send him documentation standard processes have to be linked back to the training materials in terms of the people originally trained on the word of the day. And as the same training plan, and see if that's the case.
Okay. In the next section, we'll be looking at how that work flows and how People are managed. And that will include talking to the people talking to the frontline managers find out a little bit more about the operation.