Creating instruction – the Gemba approach. Instructions surround us. When we buy a new product, we receive a list of actions necessary for its installation or first use. Depending on the product, these instructions may include pictures, short messages, or detailed texts written in technical language. The creators of these products also used instructions on how to make them, or at least they should have. Today, I’ll share some thoughts on instructions, specifically on job instructions that show what part of a process happens at a particular workstation and how to perform it.
Creating Instruction – The Essence of Gemba Approach
The first step is always the same: go to the Gemba. This is a common first step for many actions, but it’s worth mentioning. We create such instructions for standardized processes, which have a defined way of operating at the moment. Our task is to describe this operation so clearly that any employee who needs to use it will have no doubts about what to do and how.
Gathering Information: A Key Step
I start by gathering necessary information from the employee at the workstation. I ask many questions, take notes, and photos. However, I found a more efficient method for myself – recording the activity. This way, I can observe more closely, rewind, or pause on aspects of interest. I can also extract photos directly from the video if it’s of good quality, which simplifies the process. Note that the participating employee must agree to this; not everyone feels comfortable being recorded, even if their face isn’t shown.
Creating Instruction – Clear and Effective
Once we have the information, we can start creating the actual instruction. There are various templates, or you can create your own. I divide my instructions into four parts:
- What?
- How?
- Why this way?
- Photos
This structure allows me to present individual steps in a way that leaves little room for doubt. I also support each step with a photo, if possible, to directly reference the workstation. The instruction should always include information on who made and verified it, as well as when it was introduced, to ensure it reflects the current standard. Below you can see a simple example of what this might look like. I’ve been creating instructions this way for some time. They allow for more efficient training of new employees and help the rest maintain the standard.
The Importance of Clarity and Context
When creating instructions, remember the purpose of their creation and gather information in Gemba. Write in clear and understandable language. It’s not an official document that requires a translator to understand what the author meant. The more we beat around the bush and use technical language, the harder it will be to understand. If possible, refer to colloquial terms used by employees, as this is the language they use every day, e.g., “use a flat ruler, aka a ‘ruler'” or “turn on the thingamajig for the whatchamacallit, aka the ‘red machine'”. Jokes aside, you get the idea.
Instructions make life easier, help maintain quality, increase efficiency, and assist in training new employees—all good things if done thoughtfully. I’m not saying my approach is the best or that it will work everywhere, but it might be a starting point for someone to find their best version. If needed, I’m always here to offer advice, help, and kind words, so write, comment, and stay in touch.
The Power of Well-Crafted Instructions
Creating instruction – the Gemba approach. The art of crafting effective instructions is pivotal in ensuring that processes are executed efficiently and accurately. By following a methodical approach—beginning with a deep dive into the Gemba, engaging directly with the workflow, and emphasizing clarity and accessibility in documentation—we empower employees to perform their roles with confidence and precision. This not only enhances productivity but also fosters a culture of continuous improvement and collaboration. As we navigate the complexities of our respective fields, let us remember the value of simplicity, clarity, and context in our instructional materials. Together, through thoughtful communication, we can achieve greater understanding and success.
My name is Magdalena and I have been involved in production since 2010. I started as an Operator, and then developed as a Foreman, Production Planner, and I finally ended up in Lean. In the meantime, I graduated from the Faculty of Management with the specialization of Business Psychology. I did it relatively late, because I focused on practical knowledge, which directed me to this particular field of study. Currently, I am still mainly a Practitioner who is closely related to Lean, process management, as well as the building and managing of teams. I also run workshops and consultations concerning this subject, which is my great passion. As a lady in Lean, I want to show you Lean and Management from a slightly different perspective - lights and shadows, as well as fantastic and absurd features. However, no matter how you look at it, it is, above all, a fascinating path to perfection, which I hope you would like to take with me.
