Industrial Activity: Machinery, High-Tech and Process

A factory turns inputs into outputs through steps. Each step has people, machines, time and quality checks.

• Identify a process of 6 to 10 steps.
• Inputs, steps, outputs, scrap, rework, waiting.
• A manager cares about cost, time, quality, safety.
• Use a public description or a simulation if you cannot visit.

Activity. Interview three people and write the problems they complain about.

Standard to meet. Conduct three interviews and choose one process.

Safety comes before output. Stop the machine if a guard is missing.

• Guards on moving parts; lock-out before repair; trained operators only.
• Noise, dust, heat, lifting, walkways.
• You do not operate machinery in this course; you observe and analyse.
• Follow the site rules and wear required protection when visiting.

Activity. Write a hazard and control table for each step.

Standard to meet. Give every step hazards and controls.

Write each step, who does it, minutes per unit, waits and scrap.

• Use a simple flow chart.
• Time each step at least 10 times and take the average.
• Waiting between steps is often the biggest waste.
• Count scrap at each step.

Activity. Map your process with measured times.

Standard to meet. Map has times, waits and scrap for every step.

Count problems, rank them, find the cause.

• Check sheet: tally defects by type.
• Pareto chart: bar chart ordered by size; 80% of trouble often comes from 20% of causes.
• Five whys: ask why five times to reach a root cause.
• Measure before and after any change.

Activity. Collect defect data for 50 units; draw the chart; do five whys on the top cause.

Standard to meet. Chart correct; root cause found.

Waste types: waiting, rework, motion, over-production, scrap, stoppages, extra steps.

• Rank by cost.
• Use measured data not opinion.
• Write a problem statement with numbers.
• Check that the waste is real by observing again.

Activity. Write three problem statements with numbers.

Standard to meet. Give each a measurement and a cost.

Small regular jobs prevent large failures.

• Preventive maintenance: cleaning, lubricating, checking, replacing parts on a schedule.
• Record every job and every breakdown.
• Look for repeating causes.
• Lock-out and permission before any repair; only trained staff repair.

Activity. Write a one-page maintenance check list for a machine.

Standard to meet. List is safe, specific and has owners.

Fixes need costs, benefits and safety checks.

• Fix, cost, time to do, benefit per month, payback = cost ÷ benefit.
• Test small first.
• Consider safety effects of the change.
• Get agreement from the process owner.

Activity. Write three fix proposals with payback.

Standard to meet. Give each cost, benefit, payback and a safety note.

Present and check.

• Show map, waste, fixes, safety.
• Peer feedback.
• Take the check.
• Next: Construction or Trading.

Activity. Present for 8 minutes, then answer: which waste was largest in minutes, which fix you would do first, and what could go wrong with it.

Standard to meet. Score all rubric lines at 3 or more and give the weakest line a dated fix.

On the slide: L1 Basic · How a factory runs. Focus module: Who needs this and how a factory runs (Understand, 6 h). A factory turns inputs into outputs through steps. Each step has people, machines, time and quality checks. Key points: Identify a process of 6 to 10 steps. Inputs, steps, outputs, scrap, rework, waiting. A manager cares about cost, time, quality, safety. Use a public description or a simulation if you cannot visit.

Notes: Describe cut, assemble, test and pack. Notes: 40 units an hour at best and 31 on average. Teach: open with the worked example. Packing line: cut → assemble → test → pack. 40 units an hour at best; 31 on average. Then set the activity: Interview three people and write the problems they complain about. Mark against the standard: Conduct three interviews and choose one process.

On the slide: L2 Awareness · Industrial safety. Focus module: Industrial safety first (Analyse, 6 h). Safety comes before output. Stop the machine if a guard is missing. Key points: Guards on moving parts; lock-out before repair; trained operators only. Noise, dust, heat, lifting, walkways. You do not operate machinery in this course; you observe and analyse. Follow the site rules and wear required protection when visiting.

Notes: List hazards and controls for one step. Notes: blade, noise, dust and lifting need a guard, ear protection, extraction and lifting rules. Teach: open with the worked example. Hazard list for a cutting step: blade, noise, dust, manual lifting. Controls: fixed guard, ear protection, extraction, lifting aid. Then set the activity: Write a hazard and control table for each step. Mark against the standard: Give every step hazards and controls. Check at this level: What do you do if a guard is missing? Model answer: Stop the machine and report it.

On the slide: L3 Foundation · Map a process. Focus module: Map the process (Apply, 35 h). Write each step, who does it, minutes per unit, waits and scrap. Key points: Use a simple flow chart. Time each step at least 10 times and take the average. Waiting between steps is often the biggest waste. Count scrap at each step.

Notes: Time each step. Notes: cut 2.0, assemble 3.5, test 1.5, pack 1.0 and 4.0 of waiting. Teach: open with the worked example. Step times (min): cut 2.0, assemble 3.5, test 1.5, pack 1.0; waiting before assemble 4.0; scrap 6% at assemble. Then set the activity: Map your process with measured times. Mark against the standard: Map has times, waits and scrap for every step. Check at this level: Why time each step many times? Model answer: To get a reliable average.

On the slide: L4 Practitioner · Quality tools. Focus module: Quality tools (Apply, 10 h). Count problems, rank them, find the cause. Key points: Check sheet: tally defects by type. Pareto chart: bar chart ordered by size; 80% of trouble often comes from 20% of causes. Five whys: ask why five times to reach a root cause. Measure before and after any change.

Notes: Count defects and rank them. Notes: wrong size 42, scratches 18, missing part 9, other 6; wrong size is 56 per cent. Teach: open with the worked example. Defects in a week: wrong size 42, scratches 18, missing part 9, other 6. Wrong size is 56% of defects. Five whys: wrong size ← gauge worn ← no check schedule ← no owner. Then set the activity: Collect defect data for 50 units; draw the chart; do five whys on the top cause. Mark against the standard: Chart correct; root cause found. Check at this level: What is a Pareto chart? Model answer: A bar chart ordered by size to show the biggest causes.

On the slide: L5 Specialist · Find waste. Focus module: Find the three waste points (Analyse, 35 h). Waste types: waiting, rework, motion, over-production, scrap, stoppages, extra steps. Key points: Rank by cost. Use measured data not opinion. Write a problem statement with numbers. Check that the waste is real by observing again.

Notes: Find the three waste points. Notes: waiting is 33 per cent of the 12.0 minute total, scrap 6 per cent and stoppages 35 minutes a day. Teach: open with the worked example. Waste: waiting 4.0 min per unit (33% of the 12.0 min total), scrap 6% at assemble, stoppages 35 min a day. Then set the activity: Write three problem statements with numbers. Mark against the standard: Give each a measurement and a cost. Check at this level: Name four wastes. Model answer: Waiting, rework, motion, over-production, scrap or stoppages.

On the slide: L6 Advanced · Maintenance and fixes. Focus module: Maintenance basics (Evaluate, 14 h). Small regular jobs prevent large failures. Key points: Preventive maintenance: cleaning, lubricating, checking, replacing parts on a schedule. Record every job and every breakdown. Look for repeating causes. Lock-out and permission before any repair; only trained staff repair.

Notes: Propose a fix with numbers. Notes: a gauge check cut wrong-size defects from 42 to 12; moving parts saves 0.8 minutes a unit. Teach: open with the worked example. Gauge check each shift cuts wrong-size defects from 42 to 12 in a week. Then set the activity: Write a one-page maintenance check list for a machine. Mark against the standard: List is safe, specific and has owners. Check at this level: What must happen before repairing a machine? Model answer: Lock-out and permission; only trained staff repair.

On the slide: L7 Super expert · Design a process improvement. Focus module: Propose fixes with numbers (Create, 28 h). Fixes need costs, benefits and safety checks. Key points: Fix, cost, time to do, benefit per month, payback = cost ÷ benefit. Test small first. Consider safety effects of the change. Get agreement from the process owner.

Notes: Present a plan with cost and payback. Notes: 800 minutes saved a month at 1,000 units; compare with the EUR 150 cost. Teach: open with the worked example. Fix: move parts closer, cost EUR 150; saves 0.8 min per unit; at 1,000 units a month = 800 minutes ≈ 13.3 hours; at labour cost EUR 6 per hour = EUR 80 a month; payback 1.9 months. Then set the activity: Write three fix proposals with payback. Mark against the standard: Give each cost, benefit, payback and a safety note. Check at this level: Payback if cost is EUR 150 and benefit EUR 80 a month? Model answer: About 1.9 months.