Work Process Improvement

Pillar
Guidebook

Total Shareholder Return

Sales Growth Asset Utilization

Margin Improvement (Through Superior Products)

INTEGRATED WORK SYSTEM VISION

The Power of Zero The Power of 100%

Defects & Losses Employee Involvement

This document contains proprietary, confidential, and copyrighted (under the laws of the United States and other countries) materials of The
Procter & Gamble Company (P&G), under license from P&G. This document may not be duplicated, and the licensed information therein may
not be used or disclosed in whole or in part for any purpose other than as authorized by P&G. Any use or disclosure in whole or in part of
licensed information without the express written permission of P&G is prohibited.
 Table of Content
X = Document available Page #

1 Work Process Improvement (WPI ) Overview P0/ P P3 P4 3

» WPI Introduction 1x 2
» Purpose, Objectives and Measures x
» WPI and Corporate Principles x
» Metrics Capabilities and Culture x x x x 5
2 Leadership Standard Work Model 7
» Step 1: Leadership Standard Work Model x
» Step 2: Leadership Learning Evaluation x
» Step 3: Deployment Plan Development x
Section 3 Standardized Work (SWP) 9
» Step 1: Document the Situation x
» Step 2: Detailed Observation x
» Step 3: Define the Improvement x
» Step 4: Develop and Test the Improvement x
» Step 5: Standardize the Improvement x
4 Rapid Change Over (SWP) 13
» RCO Event Preparation x
» RCO Step Process x
» Step0: Preparation x
» Step1: Understand the Situation x
» Step2: Develop Focused Understanding x
» Step3: Optimize the Internal x
» Step4: Optimize the External x
» Step5: Implement Standardized RCO x
» Step6: Standardize x
» Step7: Reapply x
Section 5 Output Tracking (DMS)
» Output Tracking (DMS) x x x x
Section 6 Key Tools 10
» Flow and Travel Chart x
» Time Observation Sheet x
» Effort Balance Chart x
» Golden Triangle x
» Zig-Zag Chart x
» Visual OPL’s x
» Visual CBA x
7 Visualization System Management
» Step 1: Define the Work Area Function x
» Step 2: Visualize the good for each area x
» Step 3: Implement Safety Visualization x
» Step 4: Implement Quality Visualization x
» Step 5: Implement Equipment and Material Visualization x x x
» Step 6: Implement Pull Visualization x x
» Step 7: Implement Support Visualization x x
8 Manage Pillar
WPI Pillar Team Members
WPI Review and Progress Tracking
Roles and Responsibilities
9 Qualification
Qualification Levels and Criteria x x x x
Step Up Card (s) x x x x

2 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
 Section 1: Work Process Improvement (WPI) Overview TC

WPI Introduction
The WPI pillar provides a practical means of translating our IWS work process into
effective and well organized loss free daily management systems, standards and visual
triggers that will enable a high performance engaged organization.
The WPI pillar impacts business results by improving the capability of our
organization /site/function to eliminate losses in work processes.
What is a work process?
It is focused on the human interaction with equipment, people, materials and processes.
Examples include; how we move materials, how we touch and repair equipment, how we
transact and enter data into a computer systems, how we plan, how we process invoices,
how hand over shifts and investigate problems. We believe and have proven all work
processes whether human driven or machine driven can be timed, analyzed, sequenced,
visualized and optimized.
Work Process Improvement is a process to enable people to see and eliminate work process losses and
therefore drive stability in human activities and the processes we use.

People = every person is performing one or a set of work processes.

Work processes can have an effect on all SQPDCM results, the main focus of WPI is on
S afety – reduce accidents, improve planned safety and environmental work, Inspections and
procedures
Q uality – reduce failures, move towards Zero quality/scrap losses/ improve quality testing and
inspections processes and measurement processes
P roduction – Improve planned downtime, other planned work and speed up changeovers
C ost – Improve productivity / balance the workload reduce manual handling, reduce the number of
contractors by streamlining the work
D elivery – Improve inventory accuracy and optimization planning processes, shorten material
movements, reduce inventory of materials, finished goods and parts, streamline the work
processes.
M orale – Reduced effort and movement, standardized work of all people and standard weekly
meeting calendars, time is money, wasting time lowers moral and is a loss.
By implementing Work Process Improvement, we can help identify & eliminate work process
losses/waste, while practicing and applying the following fundamental IWS concepts
· Leaders must first learn to see the waste, they learn by doing, spending time on the floor or
with the process owner and then teach how to improve and standardize as they guide the end
results.
· Leaders must insist on returning a process to base conditions before making improvements.
· Work teams must develop a more in-depth understanding about their work processes using
WPI, therefore enabling them to master the process and clearly see the waste and
opportunities.
· WPI is best completed in small group activities, this enables individuals to reinforce their
leadership skills and ability to work within teams.

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 3
Section 1: WPI Pillar Overview (Continued) TC
Purpose, Objectives and Measures
Purpose
The overall aim of WPI is to increase the work process capability and stability by driving out
waste and losses and streamlining then standardizing the work. To set proper work environment
standards we must maximize people engagement and skills.
The combination of 3 factors working together in a streamlined and standardized way will yield
an effective (zero losses) and efficient (requires minimal effort) organization.
The three factors are;
1. The work process
2. The work environment
3. The people
WPI Focuses On:
1. Processes: Any and all Work Processes
This includes the areas of:
Finance, Site services/Technical support, Human resources, Purchases, Management systems,
Logistics, Plant Operations, Materials Management, Planners, Engineering, Line teams,
Forklift drivers, Etc.

2. People:
Developing the Capability of People to:
 Identify Work Process Abnormalities and see waste and losses
 Correct Work Process Abnormalities and drive out losses
 Implement Work Process Standards
 Visualize and Maintain Proper Conditions In The Work Process Environment
 Upgrade their Skill Level and knowledge of a work process
Objectives
WPI focuses on making the work simpler, easier and more cost effective.

4 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 1: WPI Pillar Overview (Continued) TC
Measures
SQPCDM provide the in-process and business results measures we need. Using WPI
correctly also drives the culture and moral, small group activities on WPI create enthusiasm
and energy in people doing work, this can be seen as a key outcome.
Examples of measures that improve using WPI include: Effort per task reduces, number of
key strokes reduce, amount of walking reduces, number of people in an area is optimized,
simplification of work, less paper work and double entry, faster changeovers and responses
to breakdowns.
Productivity is positively impacted by WPI.
While all pillars in IWS help build organizational capability, the WPI Pillar is the primary
mechanism to build this capability for natural work groups to eliminate losses within a
Work Processes.

Metrics
(SQPCDM)/ (SQPCDM)/ (SQPCDM)/ (SQPCDM)/ (SQPCDM)/
BUSINESS Scorecard Scorecard Scorecard Scorecard Scorecard
RESULTS/ Measures Measures on Measures on Measures on Measures on
MEASURES established glide path glide path glide path glide path
Category and/or PHASE 0 PHASE I PHASE II PHASE III PHASE IV
Site level
Productivity Base > 40 % > 50 % > 60 % > 70%
Improvement
% of Site Top Leaders Department or Down to Line Majority of
All Employees
Personnel 10% Unit Managers Leaders Teams and
100%
Demonstrating 20% 50% Personnel
WPI capability 80%
Capabilities ( S = start work, A&H = Assess system and it is healthy, CI = continuous improve system)
DMS
Daily Management System (DMS) and Phase 0 Phase 1 Phase 2 Phase 3 Phase 4
or
Critical Standard Work Processes (SWP) SWP
Work Process Improvement
Work Process Improvement-Standardized Work SWP S……… ………A&H CI CI CI
Output Tracking DMS S…… A&H CI CI CI
Rapid Change Over (loss dependent) DMS S…… …A&H CI CI

Culture and Phase assessment

Phase 0 Phase 1 Phase 2 Phase 3 Phase 4
People involvement from leaders ………….
leading to associates owning systems S……. ……… …A&H CI
.
at the shop floor level
Transition from Leaders to associates The Lead Key Line All Self
and self managed teams Team Leaders Leaders Associates Managed
Departme
Top Team All All
Standardized Work nt
Leaders Leaders Associates Individuals
Leaders
All
Lead All border
Output Tracking Production Automate Maintain
Models transitions
Lines
Value
Leadership Lead Line Production All Work
Rapid Change Over (loss dependent) Stream
Model Focus Area Focus Processes
Flow Focus

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 5
Section 1: WPI Pillar Overview (Continued) TC
In an effort to simplify the concept of WPI we have the easy to remember term
“5 ● 4 ● 3 ● 2 ● 1” these are described below. Following these steps, step by step will always
provide benefits whenever there is a loss in a work process. There is a WPI template and work
book for you to use and follow as your complete your WPI improvement process and journey.

5. There are 5 Steps in WPI for follow

1. Document the Situation
2. Detailed Observation
3. Define the Improvement
4. Develop and Test the Improvement
5. Standardization and Reapplication
4. There are 4 Thought Processes for you to
understand and master
 8 Wastes
 Eliminate. Combine Reorder Standardize
 Internal / External
 Golden Triangle ( see below)
3. There are 3 Tools we use frequently
1. Travel & Material Diagram (or Process Flow
Chart if dealing with information / work flow opportunities)
2. Time Observation Sheet
3. Effort Balance Chart
2. There are 2 Behaviors you must encourage and we expect you to role model
1. Go see the process, the waste, the area, the office, you can never improve a process
without first seeing it and mapping it
2. Total Employee Involvement (TEI) of the team in the work which will lead to
assigning Ownership of the losses to members of the team driving Total employee
Ownership
1. The can only be 1 Standard (when we are done) that defines the way the work should
be done, do not allow deviations or ‘we are special and need a deviation comments’
have one standard try it, observe it and test before any change is considered.

5 Steps:
4 Thought Processes:
3 Tools:
2 Behaviors:
1 Standard:
Use this approach and it will deliver significant improvements.

6 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 2: Leadership Standard Work (SW) Coaching TC
» Step 1: Leadership Standard Work Model

The WPI Leadership Model is the primary way for organization leaders to learn what
capability is developed through the WPI Steps process, and set actual standards of that capability
for the organization to follow. The WPI Leadership Model provides leaders an opportunity to
better understand the application of IWS principles to daily work, and the current organizational
barriers to implementing WPI.
The overall objective of the model is to ensure the WPI Team Work Process (5 Steps incl.
Step 0) is efficient and effective by developing clear standards, procedures, and trained leaders.
Efficient execution of Work Process Improvement (WPI) activities within the framework of
the master plan requires those leading that work on a daily basis to truly understand and own the
methods, behavioral changes, and capability development driven by WPI. Consistent application
of WPI standards across the organization requires that those in leadership roles have executed the
standards and can link them to delivering the business needs.
Outcomes of this activity include:
 Team leaders able to teach their organization Standardized Work (SW)
Implementation
 WPI Lead model completed and results visible
 Organization enrolled in the specific work of each stage
 W&DP's reviewed and updated to include WPI capability development
This is a preparation activity for beginning the work in each phase. This should take place
once the model work and standards for the upcoming phase have been completed. Note that a
new leadership model should be done prior to a new phase, especially in phase 0 and completion
of phase 1
The process owner responsible for WPI teams is also responsible to ensure this is completed
for all the leaders in their organization. The WPI pillar team provides a check to ensure that it
has been completed consistently across the organization.
The methodology for this activity should follow the roll-down or relay training process:
1. A priority process ( category A, with high loss ) is selected as a lead model
2. Leadership team members including the plant manager take part in the WPI activity
3. The activity is best handled in a 3-5 day intensive improvement team activity were team
members devote 3 full days to the work and then part time until the project and activity
is closed and completed
4. The group with responsibilities for WPI Teams completes the WPI process and
workbooks and develop OPLs and train their organizations.
5. Team leaders conduct their own WPI based on losses and develop OPLs and train and
engage their teams.
6. Roll down process can be repeated depending on number of leadership layers over the
phases, typically phase 1 is leadership level with a selection of top performing next level
leaders

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 7
Section 2: Leadership Standard Work (SW) Coaching TC
» Step 2: Leadership Learning Evaluation
After each leadership model, the leadership team evaluates their learning and defines the
standard approach and expected product from a work process improvement effort. The
leadership team should define any standards they may want to have the organization adhere to.
» Step 3: Deployment Plan Development
An organization wide deployment plan is now something the leadership team will be able to
design and deploy. The deployment should be based on the value the improvements bring to the
organization’s bottom line or business need.
Efficient execution of WPI activities within the framework of the master plan requires those
leading that work on a daily basis to truly understand and own the methods, behavioral changes,
and capability development driven by WPI. Consistent application of WPI standards across the
organization requires that those in leadership roles have executed the standards and can link them
to delivering the business needs.

WPI ….. 5 4 3 2 1

8 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 3: Standardized Work Coaching TC
A key role for the WPI pillar team is to coach and support the organization on the application
of the WPI Team Work Process. This helps ensure the organization develops the expected
capability and results from WPI. This also serves as a mechanism to ensure that the WPI
standards are being consistently applied across the organization and gain the practical input,
examples, and learning to improve the organization WPI standards and work processes.
Standardized Work Improvement Process
Step1: Document the Situation
The documentation of the situation is an on the floor observation documentation.
Pencil and paper are the primary tools. The creation of a travel chart or spaghetti
diagram is a key outcome. Layout and location of the equipment and materials is
documented and the person is followed through their work journey.

Step 2: Detailed Observation

A more detailed observation
follows the first one. This time the
travel distances are documented in
steps. The layout is refined.
Material quantities are measured.
The human movements of bending,
lifting, reaching etc. are capture.
The thought process of the
individual is discovered. The
observer must ask, “Do you have specific visual cue that you rely on? What are
you thinking as you take each action?” Use any question that engages the individual

and gets them describing what they are doing.

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 9
Section 3: Standardized Work Coaching TC
Step 3: Define the Improvement
Most improvements are simple and can be tried almost immediately. List and
prioritize the ideas. Items such as material supply location and amounts, waste
removal approach, sharing of work along the line in a different manner and many
other ideas can all be immediately
implemented. Involve, Involve, Involve,
are the three rules of doing this work.
Step 4: Develop and Test the Improvement
Ideas should be tried in rapid order.
After five or six trials the improvement
usually reaches the first stable
improvement level that will last at least
through a few shifts or operational cycles.
Additional improvement and polish
usually follow in the first couple of
weeks. Allowing this to happen enrolls
every person who practices the
improvement.
Step 5: Standardization and Reapplication
Standardization
After this initial surge of improvement ideas, a specific work process will
stabilize on the new “standardized work flow”. This is Standardized Work. It is
owned by those doing the work.
It is the easiest way to get the
work done. When a new easier
way is identified it should be
tested and if better it would
replace the current standardized
work process. This improvement
cycle should be clearly
communicated to the whole
organization and followed
rigorously.

Section 3: Standardized Work Coaching TC

10 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
 WPI Step Process Summary

Step Activity Goals for the Goal for team

Work Process and members
the environment
 Understanding of IWS concepts.
0 - TEAM  Establish Business Linkage
PREPARATION  Team building Activity boards display the teams  Robust team communication
documentation in a visual format. process.
 Successful meeting process
established.
 Team decision making process
defined.
1 - Document the  Develop Travel Chart or  Understand the existing work
flowchart  First hand observation process in detail.
Situation.  Do time observation  Losses and value add is identified  Stratify the types of losses
 Cycle time measurement  Focus on one person at a time.

2- Detailed  Do detailed second by  Effort is balanced across all  Deep understanding of work
second time observation of workers process
Observation all tasks  Variation in doing the work is  Analytical techniques are applied
 Observe every person calculated to solve all defects.
engaged in the process
3-Improve the Make multiple rapid trial  Learn from those doing the  Think outside the box.
improvements work what works and get their  Learn to make quick improvements
Work Process improvements incorporated.

4- Develop and  Standardized Work Defined  Learn to make work easier and
Define the Improvement more enjoyable.
Test the
Improvement
 A Process Maintenance Chart  Learn how to document
5- Standardization  Work process is developed. standardized work
documentation.  The standardized work is  Learn how to monitor a work
& Reapplication  Define the Work taught to all who must use it. process.
Process Maintenance  Activity boards are updated to  The team documents
Chart. reflect the work. improvements for reapplication.
 Skill matrix renew with  Standards to maintain the  Skills to implement the new work
the work process. Skills environment related to this process are developed across the
are in place. work process have been organization.
developed.  Skill GAP with the people
performing the current work
process are eliminated.

STANDARDIZED WORK – Has three elements in its structure;

1. Takt Time
2. Work Sequence
3. Standard In Process Stock (the amount of material that is flowing
through a smoothly working process)

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 11
Section 3: Standardized Work Coaching TC
Outcomes of the Standardized Work Improvement activity include:
• Increased skill in the organization.
• Consistent level of step completion through calibrated step checklists.
• Summary of organization learning and examples of theTeam Work Process (step
activities)·
• Improvement ideas for WPI standards and work processes.

IMPLEMENTING STANDARDIZED WORK ENABLES

12 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 4: Rapid Change Over (RCO) (SWP) TC
Rapid Change Over (RCO) consists of optimized work processes done rapidly and
correctly every time. The clarity of what can be done before hand, what must be done during
down time and finally what is done after the production line is running is critical to optimizing
or making the down time minimal.
Changeover Concepts
• Separate internal and external
• Convert internal to external
• Streamline all aspects of the C/O operation
• Each task “tool-less”
• Done in “an instant”
• “Impossible” to complete incorrectly
Change Over Event Preparation
 Quick Change Over review
 Safety Review
 Every change part or tool at designated change location and the ready
 Every person at the ready

Change Over Time

 Minimized motion
 Minimized tools and parts
 Mistake proof process, visual guidance

Post Change Over

 Quick debrief to capture improvements
 Restore everything to at ready condition
 Document Change Over performance

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 13
Section 4: Rapid Change Over (RCO) (SWP) TC
RCO Event Preparation
RCO is most often implemented by training operational teams. The preparation for this
training event consists of:
Value Evaluation
RCO is done to make more production time available. The measure for this would be
the increase in production throughput after RCO.
Another Value is to reduce the number of resources required to execute the
changeover.
In all cases the way to quantify and report the value is on a yearly value.

Required Number of Changeovers for Value Stream

The required number of change overs is based on the previous year’s production on
the specific line and the number of SKU’s run during that period.
The bottleneck process or transformation determines the number of changeovers that
will be required
The Pitch divided into the Total shipment for a given period determines the required
number of authorized production runs for each SKU. The number of changeovers will
be determined by the volume required, the number of SKU’s produced on the production
line, and the cycle time of running all the SKU’s.
Required Target Time Determination

Improvement Team(s) Selection

For a production line the improvement teams should be aligned to the changeover
areas of the line. The teams must have a person who works at the Rapid Changeover
point. Other members can come from any part of the organization.
Improvement Training
Everyone involved in the rapid change over work shop will receive the following
training;
Safety training
Production Area training
Transformation training
14 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 4: Rapid Changeover (RCO) (SWP) TC
RCO Step Process
The rapid changeover process is presented in seven steps to emphasize focused
understanding, and optimizing the internal and optimizing the external.
Step 0: Preparation

Step 1: Understand the Situation

Step 2: Develop Focused Understanding

Step 3: Optimize Internal and

Eliminate Adjustments

Step 4: Optimize External

Step 5: Implement Standardized RCO

Step 6: Evaluate, Standardize

Step 7: Reapply

Step 0: Preparation
The team needs to be chartered. The charter calls out the objective, names the players and
defines the goal.
This is the time the creation of the Case study is highlighted. The case study becomes the
tool to be used by the participants in doing additional future RCO efforts or in training others.

Note: In more advanced

manufacturing facilities with
LED (line event data systems),
use Changeover Analysis
located in Section 10 of IM in
order to quantify the time
reduction opportunity.

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 15
Section 4: Rapid Changeover (RCO) (SWP) TC
Step1: Understand the Situation
Understanding the situation begins with direct observation on the floor. This understanding
comes by doing direct observation and specifically documenting each activity and the time it
takes to perform that activity
The understanding is refined by
analyzing the actions to define
those actions that must be done
during the changeover time and
those actions that can be done
before and after.
The other observation is to
determine the motion and action of
each individual.

Step2: Develop Focused Understanding

Focused Understanding is the activity that provides the break through and the knowledge to
implement significant time and effort reduction in the changeover. Observing the persons hand
reaching around for the a tool, or
watching a wrench going onto the
bolt and timing each action realizing
that all of it is non-value added
action creates the realization of the
very low percentage of the value
added action.
Then thinking about where should
the tool be to minimize the waste or
realizing the use of a quick
disconnect eliminates the need for
the tool causes those doing the
improvement to think differently
about how work can be done.
The majority of the RCO effort
should be spent cycling between this and optimizing the internal.

16 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 4: Rapid Change Over (RCO) (SWP) TC
Step3: Optimize the Internal
Thinking outside the box is the critical requirement for this step.
The basic condition is to have:
 Documented change process for each change area
 All required tools at the point of change work
 Change parts at the point of change
 Materials removed to a near holding area
 Next run materials at point of loading, ready for loading.
 Centerline settings for each RCO point

Implementing this starting point is

often the first improvement!
Integrating the learning from the
detailed observation and making the
required procedural change is the
second improvement.
Observation during this step and
improvement brainstorming provides
another improvement opportunity.
Exit from the step 2-3 cycle is
determined when the team achieves
the desired RCO target or the team has
no additional improvement ideas.

Step4: Optimize the External

This is a repeat of steps 1-3 but focused on the work done off the line before and after the
changeover.

Work before the Changeover

 Preparation for Changeover documented
 All change parts positioned near change area
 All required tools at change area
 Changeover Personnel have reviewed the
changeover process as a group
 Changeover time set

Work after the Changeover

 Clean tools and parts
 Reposition all tools and parts
 Rebuild, recondition change components as
required.
 Analyze change over results prepare for next.

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 17
Step5: Implement Standardized RCO
This step is the practice of the improved RCO process by the total organization. The
implementation provides the validation of the improvement.
All personnel and teams are qualified in the
process.
The changeovers of every team is
monitored. Variability in time between teams
is analyzed and addressed.

Step6: Standardize
Once every team has practiced the changeover and improvements, it is time to declare the
changeover process as the standard.

Leadership maintain behaviors

and actions must be documented
and practiced.

The work is not done until all

documents have been updated.

Step7: Reapply
The success in one organization or line is rapidly reapplied throughout the production site
and then to all production sites with the same equipment.
The total value of the improvement is
captured and shared.
The RCO improvement effort is
officially closed.
From exper

18 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 5: OutPut Tracking DMS TC
» Output Tracking (DMS)
Every work area has a required output. This output is scheduled and tracked. Hourly
tracking provides a good time frame for most manufacturing operations. This time frame
ensures quick response to problems.

Will be our tool to check stability

• before we begin our work
• after we make improvements
• ongoing to sustain our improvements
This will be one of your ongoing “visual controls” to support standards management and the
golden tri-angle

Output tracking and Stability enhancement

The primary purpose of output tracking in phase one and two is to highlight specific product
transformation problems. Then in Phase three output tracking is used to help implement flow by
highlighting the boundary interface issues. This focus is necessary to enable flow. Finally
output tracking is used to highlight customer boundary issues.

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 19
Intentionally Blank

20 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 6: Key Tools TC

» Flow and Travel Chart

This is a visual way to show the work movements of an individual. If the individual stays
in one location then the travel chart become a movement chart. The key is to capture the
individual interacting with the equipment and materials in their work environment.
Draw what you see
- lay out of the work stations and equipment
- where the people are, their travel movement in the sequence observed
- location of the tools, materials and change parts

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 21
Section 6: Key Tools Coaching TC
» Time Observation Sheet
Each individual will be observed separately and their tasks timed. This detailed
observation will lead to an understanding of the work and the interaction of the individual to
their work.

The time observation sheet is used to:

• capture the sequence and time of each step in the changeover.
• Look for variation in the steps, sequence and time by measuring each task multiple times.
• Classify steps as VA, NVA, NVA but required
• input to the effort balance chart.
» Effort Balance Chart
The effort balance chart looks at all the individuals in a work area and compares the effort
of each to what is required to deliver the product as required.

• Used as a visual of VA & NVA effort and work load distribution

• Developed for each person
• Serves as the data and visual to begin the improvement process

22 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 6: Key Tools Coaching TC
» Golden Triangle
This visually shows the specific work a person has and defines visual signals the indicate
the work is at standard. Predefined visual or audio cues allow support to be rapidly provided
in support to the person when necessary. Every critical task must have a standard execution
process, a visual indication of being at standard and predetermined support response.

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 23
Section 6: Key Tools Coaching TC
» Zig-Zag Chart

Section 6: Key Tools Coaching TC

» Visual CBA

24 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 7: Visualization System Management TC
Elements of a Visual Standard Management System:
• Process Visual Standards
• Quality Visual Standards
• Equipment Visual Standards
• Tools Visual Standards
• Work Process Visual Standards
Purpose: Integrate and promote the application of visual standards in the work place.
Ensure that information is available, when needed, at the point of use.
To optimize the value add actions.
Types of Visual standards:
• Visual Information:
• Visual Indicator
• Visual Signal
• Visual Control
• Visual Guarantee
• Recognition and Monitoring:

» Step 1: Define the Work Area Function

To visualize the work one must first be clear on the function of the specific area. When
walking into the area, how would you know that everything is as it should be? Answer this
question for every work area. This will ensure the visualization is specific and useful.
» Step 2: Visualize the good for each area
Visual displays showing the good condition establishes the basis for a zero waste zero loss
environment.
» Step 3: Implement Safety Visualization
The Health, Safety and Environment Pillar handles the visual controls for safety.
» Step 4: Implement Quality Visualization
The Quality Pillar manages the visual controls for the materials and the final product
quality.

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 25
Section 7: Visualization System Management TC
» Step 5: Implement Equipment and Material Visualization
The Progressive Maintenance Pillar manages the visual controls for the equipment and
spare parts area

» Step 6: Implement Pull Visualization

The Supply Network pillar sets the visual controls across the various boundaries of the
value stream.

» Step 7: Implement Support Visualization

Each support area is responsible to set the visual controls for their areas.

26 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 8: Manage Pillar TC
The WPI pillar objective is: Establish and manage consistent application of work process
improvement and the use of standards across the organization.
WPI activities are critical work in developing the IWS culture and organization capability for
the majority of the organization. Clear standards and systems are needed to make sure that the
WPI Step Process activities are both effective and efficient, thus avoiding confusion and wasting
the organization's resources.
The WPI Pillar Team Work Process
This is the work process used by the Organization WPI Pillar Team to manage and administer
WPI Steps or methodology across the Organization. The WPI Pillar Owner is the owner for this
capability building.
The WPI Pillar Team
The WPI pillar team is the steering group responsible for the development and administration of
the WPI standards, and WPI methodology needed to support the daily work capability
development needs within the departments and to enable them to tackle work process losses.
A key role for the WPI pillar team is to coach and support the WPI Teams on the application
of the WPI Team Work Process. This serves as a mechanism to ensure that the WPI standards
are being consistently applied across the organization and gain the practical input, examples, and
learning to improve the WPI standards and processes.
Train & Enroll Organization
Efficient execution of WPI activities within the framework of the master plan requires those
leading that work on a daily basis to truly understand and own the methods, behavioral changes,
and capability development driven by WPI. Consistent application of WPI standards across the
organization requires that those in leadership roles understand those standards and can link them
to delivering the business needs
Roles and Responsibilities
The following are pillar roles that need to be in place:
Name of the Role Type of Activity Main Customers
Organization WPI Pillar - Manage the application of the - Organization
Owner WPI Pillar work process Operations.
within the organization. - Support functions
- Department WPI
Pillar owner
Department WPI Pillar Owner - Manage the application of the - Department Team
WPI Pillar work process Members
within a department.
- Coach department on the WPI
Team work process
Team Members - Participate in and coordinate - Department Team
the implementation of the WPI members.
team work process.
For a description of the organization and department pillar owner role, please refer to the
Leadership guidebook.

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 27
Section 8: Manage Pillar TC
WPI Pillar Team Members:
The WPI pillar team should include members from each unique business/department depending
on your organization structure. As indicated above, the department owners have specific
responsibility for administering the pillar work process in their business area. This ensures
consistent application of WPI standards across the organization. The department owners also
have responsibility to coach their department on the team work processes. It is very important
during the pillar team chartering process to clearly distinguish those two responsibilities for the
department owners. It is also helpful to establish specific responsibilities of the pillar team
members for each of the elements of the pillar work process.
WPI Priorities
During the preparation phase it is necessary to review the Loss Analysis data to prioritize, focus,
and select how and when to implement the WPI activities;
1. Review Site/Organization Loss Analysis information.
2. Review Work Process ranking information
3. Review Loss Elimination action plans assigned to WPI pillar.
4. Review Loss Elimination action plans by each WPI team.
5. Prioritize WPI teams.
6. Input information to Master Plan.
Outcomes of this activity include: Prioritized WPI Teams.
WPI Master Plan
The WPI Master Plan is the road map which guides the overall WPI pillar work for the
organization. The WPI Master Plan integrates the WPI capability development needs of each
department, as well as, integrates the support required from the other IWS pillars. The business
or department WPI plan links the individual WPI teams to the delivery of loss elimination targets
and overall business results.
Development of the master plan is a Preparation Phase activity as called out in the leadership
steps that should be completed no later than Phase 0 Implementation step 5. The master plan
should be developed in coordination with the WPI leadership model, after leaders have gained
personal experience with expected results and timing of WPI activities. The master plan should
be renewed at least annually, with special emphasis when transitioning to the next Phase of IWS
implementation.
Reapplication Management
One of the products of the WPI Team Work Process is improved processes. These
improvements should be quickly re-applied to other areas so the broader organization can gain
the benefits from the work of the individual teams. The Reapplication Management activity
helps ensure these improvements are reapplied across organizations. This also serves to help
recognize the work of individual teams, and serves to motivate teams to make more
improvements.

28 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 8: Manage Pillar TC
WPI Review and Tracking Progress
A responsibility of the WPI pillar team is to monitor progress of the activities and make
adjustments to ensure achievement of the overall WPI capability (results, behaviors, processes
and systems) throughout the implementation of IWS. The Check Progress and Take
Countermeasures activity is intended to ensure the proper progress and adjustments have been
made in each stage before the organization begins the new work in the next stage.
Progress Checklist
Site/Organization WPI Pillar Team
A. The WPI pillar owner is a member of the organization IWS leadership team and is closely
linked to the daily work processes.
B. The organization WPI Pillar team includes members from each unique
module/department.
C. The pillar charter clearly defines the products, measures, linkage to business results, and
integration points.
D. Organization WPI Vision/Mission/Objectives/Principles have been defined.
E. Pillar team members have been trained and have qualified at the WPI basic level.
F. A WPI pillar activity board following the PDCA format exists and is used to manage the
WPI pillar.
Site/Organization Trained & Enrolled
A. Sub Process Owner (next in line to lead the pillar) have been trained and qualified at
basic level on the WPI leadership skill assessment.
B. Sub Process Owner can identify the business impact, required effort and timing for WPI
implementation in their area.
C. Sub Process Owner has enrolled their organization in the WPI implementation plan for
their area.
D. If part of the WPI team or given ownership of a work pocess that has losses and needs
improvement then the Employees W&DP's must be updated to include their part in the
WPI work.
WPI Leadership Model
A. Models of the appropriate steps for the upcoming phase are successfully completed as
assessed by the IC / expert coach.
B. Organization specific guidelines and standards for conducting step activities have been
developed.
C. The model is being maintained as an actual example of the organization standards.
D. Leaders for the WPI teams have been trained on the step activity standards.

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 29
Section 8: Manage Pillar TC
Progress Checklist (continued)
Review WPI Priorities
A. Site/Organization Loss Analysis information reviewed.
B. Loss Elimination action plans assigned to WPI pillar reviewed.
C. Loss Elimination action plans by each WPI team reviewed.
D. WPI teams prioritized.
E. Information has been input to Master Plan.
Organization WPI Master Plan
A. The organization WPI Master Plan is complete, covers all the WPI work and matches
IWS implementation timing.
B. Department WPI plans are complete, linked to losses, and clearly define teams, work
processes, timing, results.
C. The WPI plan has been integrated with other pillars and specific WPI support needs
identified.
D. The systems needed to support WPI implementation have been identified and included in
the organization plan.
E. Master plan progress is visually tracked and is included in the review process .
WPI Standards Defined
A. The organization WPI Training package has been developed.
B. Support Manager’s role and skill requirements for Daily Work are defined.
C. Standards/SOP's/CBA's exist for WPI systems and work processes.
D. An organization WPI Implementation Guide and Team Work Process has been
developed.
E. Required organization Daily Management Systems (DMS) are defined and integrated
with WPI step activities.
Support WPI Team Work Process
A. WPI team members W&DP's include their role in supporting individual WPI teams.
B. Training and coaching is provided to WPI teams on how to apply the organization WPI
standards.
C. Regular tours and reviews of WPI work are conducted.
D. Organization WPI application is consistent with global and organization WPI
standards/SOP's and CBA's.
E. WPI step checklist assessors are qualified to conduct checklists as per the Checklist
Process CBA.
WPI Review & Tracking Progress
A. An ongoing review process has been established to monitor overall WPI pillar progress.
B. Gaps in WPI master plan execution are identified and appropriate countermeasures
applied.
C. The pillar and team work process are both assessed against the Standards/SOP's/CBA's in
the pillar guidebook.
D. IC's and other external resources are utilized to assess progress and provide coaching on
WPI work processes.
Reapplication Management
A. Results of individual team improvements are verified and documented for ease of
reapplication.
B. Individual team improvements are reapplied both within the department and across the
organization.
C. Reapplication plans and schedules are kept current and reviewed for completeness.
Section 8: Manage Pillar TC
30 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Roles and Responsibilities
WPI Small Group Activities Team Members:
Several roles are required to implement the five step process. It is very important that every
member of the WPI team owns a specific responsibility in order to increase overall participation
and total employee involvement.
The description of these roles is listed as follows. These roles may be modified based on the
specific situation in each organization.
WPI ROLES & RESPONSIBILITIES
ROLE RESPONSIBILITY

1. Team Coach Ensures (1) the team members understand

concepts & principles and (2) applies WPI
methodology.
2. Team Leader Ensures that team progresses efficiently through
the 4 Step Process.
3. Team Participant Learn, practice, and teach WPI principles and
methodologies.
4. Methodology Provide support and guidance in order to develop
Resource / skills of the team,
Facilitator Organization IWS Manager, or Pillar Owners

ROLE RESPONSIBILITY
1. Question and One Makes sure questions are captured, answered
Point Lesson and learning are captured and communicated via
Coordinator one point lessons.
2. Work Process Ensures errors are corrected in a timely manner.
Abnormality/Defect
Coordinator
3. Case Study Document the Teams Improvement and provide a
Documentation future reference.
4. Visual control and To measure all the results of the teams. (e.g.
measures number of work processes simplified, etc.) and
coordinator effort required to reach them.
5. Training Make sure that all the training developed by the
coordinator pillar is in line with the standards defined by
E&T pillar and keeps a plan of all the training
activities.
6. Principle coordinator Ensure team member’s behavior is aligned with
team principles.

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 31
Section 8: Manage Pillar TC
Roles and Responsibilities
Work Process Improvement System - Flow Chart

Business
Site Site Site Business Area WPI WPI Team
Leade SN WPI Area Leader

Site
CBN

Support the
Site Work Process Identify critical Prioritize
Loss Analysis Loss A. Work WP’s
support Processes support

Lead the area

WP LA

Identify Identify Top

Top Site loss Area WP
elimination elimination
Themes themes
priorities

Charter an
WPI

Methodology
coaching
Provide business Implement WPI
Guidance and Step
recognition Process

Losses
Eliminated,
WP improved
and Under
DMS/ Process
Ownership

32 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in
part for any purpose other than as authorized by P&G.
Section 8: Manage Pillar TC
Standards, SOPs & CBAs
The following diagram indicates the required Standards, SOPs, & available CBAs for the WPI
Pillar.

WPI Pillar Team Work Process

Item Standard SOP CBA
1. WPI Leadership Models X
2. WPI Pillar Team
3. WPI Master Planning X
4. WPI Measures
5. Reapplication Management Process X
6. WPI Review & Tracking Progress X
7. Activity Board X
8. Business Work Process Prioritization X

WPI Team Work Process

Item Standard SOP CBA

Standardized Work X
Visual OPLs X
ECRS process X
Improvement summary X

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 33
Section 8: Manage Pillar TC

Pillar Phase 0 Phase 1

Systems
WPI Work DMS ----------------------- --------------------X
Process Target
Improvement Phase
Measures a) 100 % of WPI Pillar a) 80 % of off line people have
team members been qualified in the WPI Step
qualified Process

b) 100 % business areas b) 50 % of losses eliminated in

have identified major “A” ranked Work Process
Work Processes linked
to their CBN.

Behaviors a) Work Processes are a) The organization learns to

identified and identify losses and eliminate
prioritized defects on off-line areas.
b) Teams are clearly focused to
b) People can articulate understand how their work is
how work processes fitting in the overall system and
effectiveness and removing losses from key Work
efficiency are affecting Processes.
their business c) People believe that losses in
outcomes work processes can be
eliminated.
Questions a) The WPI team has a) Off line people are actively
been trained and applying the WPI methodology
applied the WPI
methodology b) Each business area master plan
b) Different business have WPI teams working on
areas can losses elimination as required
explain their work by their CBN
flow and major work
processes
linked to the CBN

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 34
Section 8: Manage Pillar TC
Give and Gets
WPI will require the help of some other Pillars to achieve the goals set for both business results
and organization capability development. Below is a description of how the different pillars
integrate with WPI. During Phase 0, WPI leaders must work with the other pillar owners to define
the detailed points of integration and then build these into the various pillar charts and master
plans.
Standard DMS CBA’s Give to Get from
Teams are eliminating Work  OPLs (E&T)
losses in Work Process  Leadership Models  Team effectiveness model
Processes and Improveme  Work Process (Org)
continuously nt System Prioritization  Vision (L)
improving their team  WPI Team activity FI  Performance map (L)
capability by board  Decision making tools (Org)
following the WPI  WPI Loss Analysis  Team meeting (Org)
Step Process  6S Reference  Team charter (L)
material  Loss Analysis CBA (FI)
 Defects handling  Skill Matrix (E&T)
 Work Process re-  DMS (Org.)
design  TQ tools (FI)
 Checklist process

WPI and Focused Improvement

The WPI and FI improvement processes are very similar. In fact each of the Pillar improvement
tools are based on TQ (Total Quality) tools utilizing FI technology. Therefore it is no surprise
when eliminating wastes associated with a work process, that it is acceptable to use either the FI or
WPI Pillar techniques. However, each pillar approach targets a different level of loss (chronic or
acute) and improvement group (Natural work group or targeted task force). The WPI work
process targets it’s approach at an existing natural work group and includes more team and cultural
concepts. However, they can also treat a problem as a task force.
WPI and Education & Training
In order to build the knowledge and skills of Process Team Members, E&T Pillar will play a key
role during the implementation process by providing the methodology and infrastructure to
identify and quickly address skill losses.
Tools to assess and monitor progress of capability development will be provided by E&T. The
E&T pillar also plays a key role in establishing the just-in-time training concept by having
adequate facilities and resources to support the WPI work.
WPI and Leadership In order to build the direction, integration, and alignment when
implementing WPI, the leadership pillar provides a set of tools/systems/activities. The most
common tools/systems/activities are: The Charter WPI pillar team; provides direction on functions
participation on WPI Leadership Models and continuous checking of leaders behaviors against the
principles, etc.
WPI and Organization
The Organization pillar provides the structure and systems to design and asses the organization.
The most common tools, systems and activities are WPI small group structure, Organization
Health Assessment (OHA).

This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company (P&G),
under
license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose
other than as authorized by P&G. 35
Section 9: Qualification & Step Up Cards TC
SKILL LEVEL:
Defined Skill Level is required for the following roles:
Global WPI Pillar Team
WPI Capability Matrix
Global Global Org/Plant Org/ Director IIC/ Director Other RVP, PLT Linea/Area
Plant PC
Pillar Pillar Pillar Pillar Pillar Plant Director Org/Plant Oper. IWS Proc
Dept ess
Owner Team Owner Team Sponsor Consultant PS Mgr. Manager Mana Mgr Eng
gers inee
r
Pillar Management 3 3 3 3 3 3 4 2 3 3 3 3 2
Step Process 3 3 3 3 3 3 4 2 3 3 3 4 2
CBA's 2 2 2 2 2 3 3 2 3 3 3 4 2
Training Material 2 2 2 2 2 3 3 2 2 2 2 2 2
Pillar Management 5 5 4 4 4 5
Step Process 5 5 4 4 4 4

CBA's 5 5 4 4 3 4
Training Material 5 5 4 4 3 4

NOTES: Shaded spaces refer only to individuals focused on WPI Pillar.

The Organization Pillar has the definition of the values of 1-5 as well as the process for
Qualification.
Each individual is responsible for their own development. A Step Up Card (see next page) has
been developed to facilitate the self assessment process. Each individual should review their
evaluation and develop a plan to gain skills with their identified Qualifier.

36 This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company
(P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in part
for any purpose other than as authorized by P&G.
 WPI
Pillar
Guidebook
“5 ● 4 ● 3 ● 2 ● 1”
5 Steps
1 Document the Situation
2 Detailed Observation
3 Define the Improvement
4 Develop and Test the Improvement
5 Standardization and Reapplication

4 Thought Processes
 8 Wastes
 ECRS
 Internal / External
 Golden Triangle Reaction and Support

3 Tools
 Travel & Material Diagram
(or Process Flow Chart for information / work flow)
 Time Observation Sheet
 Effort Balance Chart
Behaviors
 Go see
 TEI REV 0
(total employee involvement)

1 Standard (when we are

one)