Polytechnic

University
GOMEZ PALACIO

DEVELOPMENT OF WORK INSTRUCTIONS

AUXILIARY METALLURGICAL FOUNDRY SA DE CV
PRESENTED BY:
RAMIRO RAFAEL CERDA PADILLA
TUITION:
11080264
SUBJECT:
STAY
CAREER:
ENGINEERING IN MANUFACTURING TECHNOLOGIES
 ACADEMIC ADVISOR: ING. ABIGAIL VALENZUELA

PLANT ADVISOR: RICARDO ESPARZA SALAS

Gomez Palacio, Durango. 2014.

INTRODUCTION

Auxiliary Metallurgical Foundry SA DE CV (FAMETSA) throughout its history in

the production of gray iron, nodular iron, steel, refractory steel, stainless steel,
Duplex, high chromium iron and Ni-hard parts. It has managed to become an efficient
and productive company; for this reason it always strives to be up to the standards of
all its national and international clients in order to offer them a quality service, and to
this end it develops various products.

The Quality and Processes area is a unit responsible for seeking to improve
the quality of products. Currently, one of the projects that is being sought to be
consolidated is the Documentation and Development of Work Instructions project,
which aims to apply regulations to the processes and functions of the areas of the
organization, in order to obtain the necessary improvements in order to achieve
excellence.

In this case, the implementation of Work Instructions is based on the need to

approve and standardize the procedures, functions and tools used by each area for
the production of their products, since they are not standardized or documented. The
models for making the molds for the parts are sent by the same client who requests
the part, without any procedure or instructions for assembling these models, they only
make the request for the finished part. Every procedure is based on the experience of
operators with similar parts and work fields. There is no control or record of the parts
already made, nor are there any changes made to the steps or instructions of each of
the areas that each part has to go through to make its products.

The development of this project allows the organization to have documents

that describe how activities are carried out, a record of the instructions, tools to be
used and care that must be taken for the preparation of each of its products, so that
the quality area can detect faults or errors to correct more effectively. It allows
employees belonging to the Management to have documents that establish the step-
by-step instructions for carrying out a certain activity or process for each product,
alerting those responsible for the execution of the care that must be taken from the
beginning to the end of the activity and in this way adopt the corresponding
preventive measures to prevent rejection of the parts; as well as strengthening the
Comprehensive Management System, through the inclusion of new and updated
documents that provide information on how to carry out activities in a coherent and
safe manner, such as Work Instructions. In addition, benefits are provided to both the
organization and the worker; in the case of the organization, delays in the production
process due to failures or errors in the process are reduced, as well as the loss of
money due to these. As for the worker, he is provided with greater security and
comfort in the performance of his duties. So that anyone who is not familiar with them
can implement the method and perform these tasks quickly and safely.

This will significantly mark a step forward that will lead to improved processes
and product quality.

The study carried out is aimed at understanding, implementing and maintaining

a monitoring system in the organization. Applying a descriptive, evaluative and field
design. For this, the functions, processes, and tools are identified in the study, the
actions are also illustrated with photographs to show the machine and the operator, a
study or analysis of the task to be systematized is carried out.

Based on the results, it was possible to document, standardize and formalize

the processes for the production of the different parts and thus ensure the
achievement of the objectives by adapting to the guidelines set by the company.

Through this work, the results of the research carried out in the following
chapters are presented.

The first chapter provides a brief overview of the organization (FAMETSA) to

which this project is directed, the description of the products it currently produces, its
strengths, opportunities, weaknesses and threats, at the same time the problem that
is the object of the investigation is presented, which is the current situation of its
production processes since it is necessary for the subsequent preparation of the
documents.

The second chapter presents the theoretical support that supports the research
used in the development of the project and the bases for carrying it out.

The third chapter presents the methodological design that was suggested to
carry out the study. The current situation is presented and the proposed situation is
described.

The fourth chapter explains how the implementation process of the proposal
used for the development and/or preparation of the Work Instructions was carried out.

The fifth chapter presents the results and progress obtained with the
implementation of the Work Instructions.

Finally, in the sixth chapter, the conclusions, recommendations, bibliography

and annexes are presented.

CHAPTER I
 COMPANY BACKGROUND

FAMETSA is a foundry that has been operating since 1980, so we have extensive
experience in the production of gray iron, nodular iron, steel, refractory steel, stainless
steel, Duplex, high chromium iron and Ni-hard parts.

The products we manufacture are dedicated to various industries:

 Bombs
 Construction
 Mining
 Transportation industry
 Railway Industry
 Power Generation
 Agricultural

COMPANY MISSION
The full satisfaction of our customers and suppliers, as the best way to generate
profits, will lead us to compete successfully in the national and international iron and
steel market, and thus actively participate in the growth of the country.

COMPANY VISION
To produce quality products for customer satisfaction, all based on a quality
management system, where productivity and continuous improvement are reflected in
the good results of the efforts of all its employees, doing things right the first time to
be a competitive company in the global market.

COMPANY OBJECTIVES

 To offer our clients the best quality, meeting 100% of their specifications.
 Satisfy our customers by offering quality products.
  To be a nationally and internationally recognized company.
 To be able to offer our clients the complete service in one place.
 Offering our clients the flexibility they need.

COMPANY PHILOSOPHY
At FAMETSA we focus our efforts on manufacturing products of the highest
quality, meeting the requirements of our customers and with the strictest standards to
guarantee their satisfaction.

PROBLEM STATEMENT:

Within the company FAMETSA SA de CV, the production of products is based on

the empirical knowledge of the workers since the company does not have the
guidelines and instructions that clearly and in detail establish the series of specific
steps to follow within the production processes.

The company has no control over the activities, tasks and steps that its personnel
must carry out in the processes for producing its products.

PROJECT OBJECTIVE:

Develop work instructions that define the methodology to follow, step by step, for
the production of the product and thus facilitate the training and instruction of workers
in the tasks.

SPECIFIC OBJECTIVES:

 Adapt work instructions according to customer requirements, using a structure.

 Describe the sequence of steps required to carry out activities and their
execution.
  Identify risks through alerts associated with the activity at each step of the task.

 Detail the equipment, materials and tools used in the execution of the activity.

 Group and classify information depending on the type of activity and

instructions required.

 Have the documentation of the processes as a reference for subsequent

modifications required.

JUSTIFICATION

The development of this project is justified in that it allows workers and

management to have documents that establish the step-by-step instructions for
executing a certain process, alerting those responsible for the execution about the
care and correct handling of instruments or tools from the beginning to the end of the
activity and in this way adopt the corresponding preventive measures to prevent any
failure in the process.

Furthermore, the Integrated Management System is strengthened by the inclusion

of new and updated documents that provide information on how to carry out activities
in a coherent and safe manner, such as Work Instructions.

In addition, benefits are provided to both the organization and the worker; in the
case of the organization, delays in the production process are reduced; as for the
worker, greater security and comfort are provided in the performance of their work.

PROPOSED SOLUTION

The engineering area created Work Instructions corresponding to the activities

carried out in the operational areas and in this way it ensures that the organization
has documents that describe how the activities are executed and the safety aspects
to consider.
 The Work Instructions will be carried out in this manner:

 Determine the aspects or tasks of the process necessary for the object of
instruction.

 Plan the preparation of instructions.

 Study or analyze the process to be systematized.

 Write an instruction that is specific and easy to understand for all staff.

 Review and approve the instruction

 Documentation and control of the instruction record.

 Distribute and disseminate instruction in the relevant areas.

 Review the instruction periodically and update it according to production

requirements.

CHAPTER II

BASICS

Definitions

 Work Instructions: They clearly and precisely describe the correct way to
perform certain tasks that may cause problems or damage if not performed in
the established manner. They are often printed and placed near the operator's
workstation.
  Records: These are documents or data that record the results of the
preventive activities carried out.
 Quality: Degree to which a set of inherent characteristics meets requirements.
 Quality management system: Management system for directing and
controlling an organization, with respect to quality.
 Quality policy: An organization's overall intentions and direction regarding
quality as formally expressed by top management.
 Quality management: Coordinated activities to direct and control an
organization with respect to quality.
 Procedure: Specific way to carry out an activity or process.
 Feature: Differentiating feature.
 Conformity: Fulfillment of a requirement.
 Nonconformity: Failure to comply with a requirement.
 Procedure: Document that clearly describes the consecutive steps to start,
develop and conclude an activity or operation in any area related to the
company or organization.
 Standard: Voluntary document containing technical specifications based on
the results of experience and technological development.
 Standardization: Any activity that provides solutions for repetitive applications
that are developed, fundamentally, in the field of science, technology and
economics, with the aim of achieving optimal ordering in a given context.
 Homologation: Obligation to submit to the opinion of a qualified body, in
order to approve its coincidence with mandatory laws and regulations.
 Quality audit: Methodical and independent examination carried out to
determine whether the activities and results relating to quality satisfy the
previously established provisions and to verify that these provisions are
actually carried out and are appropriate to achieve the intended objectives.

What are work instructions?

 Work instructions are documents that specify how each of the tasks indicated
in the procedures should be carried out.

What are the advantages of writing Work Instructions as physically

independent documents?

 It facilitates the understanding of operating procedures, avoiding the writing of

overly extensive procedures that could hinder the understanding of the
document.
 Facilitates document management, reducing the number of documents to be
edited.

How to write procedures?

It is important that procedures are written with the recipient in mind. Excessive
detail and use of unfamiliar terminology can adversely affect the implementation,
effectiveness and efficiency of the quality system. Poorly designed procedures are a
common source of frustration and can bring the entire system into disrepute.

Below are some general recommendations for writing procedures:

 Avoid ambiguous terms.

 Write the sentences in the present tense and in chronological order.
 Be exact
 Set out the objectives that you intend to cover with the procedure and, once
drafted, check that the document meets them.
 Use flow charts to obtain an overall view of the procedure.

DEFINITION AND CONCEPT OF STANDARDIZATION

Standardization
Process by which the activities of both the private and public sectors are
regulated in matters of health, the environment in general, user safety, commercial
information, as well as trade, industrial and labor practices. Through this process, the
terminology, classification, guidelines, specifications, attributes, characteristics, and
test methods or requirements applicable to a product, process or service are
established.

Rule
The standard is the solution adopted to solve a repetitive problem, it is a
reference against which a product or function will be judged and, in essence, it is the
result of a collective and reasoned choice.

In practice, a standard is a document that is the result of the work of many people
over a long period of time, and standardization is the activity leading to the
development, application and improvement of standards.

Scientific principles of standardization.

Standardization, like any scientific and technological discipline, has its principles,
the main characteristic of which is to provide guidance and flexibility to the regulatory
process so that it can adapt to the needs of the moment and not constitute an
obstacle in the future. Experience has allowed for three principles, which are agreed
upon by agents from different places and times:

 Homogeneity. When a standard is to be developed or adapted, it must be

perfectly integrated with the existing standards on the standardised object,
taking into account the evolutionary trend so as not to obstruct future
standardisations.
 Balance. Standardization must achieve a state of balance between global
technological progress and the economic possibilities of the country or region.
 A standard that establishes the most advanced state of technical progress will
be of no use if it is not within the economic possibilities of a company or
country.
 Cooperation. Standardization is a collaborative effort and standards must be
established with the agreement and cooperation of all the factors involved, that
is: general interest, buyers or users and manufacturers.

Quality Standards

Every company seeks to provide the public with quality products or services. In
order to achieve this goal, entrepreneurs must set certain quality standards that will
allow them to know how good the product or service they are providing is. Quality
standards are therefore points of reference that serve to establish a minimum of
necessary conditions so that the features and characteristics of a product or service
are capable of efficiently satisfying the needs of consumers. These standards will
allow us to know whether or not any aspect should be modified in order to improve
the processes and products offered to the public.

The procedure for establishing quality standards must take into account three
stages (see table opposite).

Quality of inputs and the product: These are given prior to the process and serve
to control the materials or parts that will be involved in the processing and production
of the product.

Process Quality: These occur during the process and are based on the quality
characteristics that the product must satisfy as it is processed.

Service Quality: These are provided after the service and are a measurement of the
achievement of the quality characteristics of the finished product.
 Methodological Procedure

 Bibliographic review of manuals, inspection documents, among other

documents.
 Adaptation of “Working Procedures”. the Work Instructions to the requirements
of FAMETSA.
 Visits to operational areas to observe the current situation regarding the
execution of the different process activities.
 Interviews with personnel related to molding activities, no-bake heart molding,
Shell heart molding, painting area and preparation area.
 Analysis of the current situation using the Cause-Effect Diagram.
 Validate with the quality manager the information obtained from the
supervisors and executors in order to obtain the correct information for the
Instructions
 Completion of Work Instructions corresponding to FAMETSA process
activities.

Type of research Research design

De Campo

Descriptiva
No
tiva experimental

CHAPTER III

TECHNICAL ANALYSIS
CURRENT SITUATION OF THE COMPANY

This is the organizational structure of FAMETSA

 Dirección General

Control Gerencia
Gerencia Calidad Recursos Contabilidad
Calidad RF Humanos

Gerencia
Procesos Producción Vigilancia Compras

Auditores Auxiliar

Control Jefe de
Laboratorio Jefe de Mtto. Almacén Sistemas Embarque
Producción Producción

Supervisión
Producción
Aux. Mtto.

Operadores

Operation Process Diagram

 Operation Description Controlled Product Characteristics and/or Process Parameters
Recepcion de Materia Prima La factura debe coincidir con la orden de compra realizada al proveedor.
Inspeccion de Materia prima Inspeccionar materia prima de acuerdo al PAC-18
Aprobacion de materia prima Si la materia prima cumple con especificaciones, almacenar
Inspeccion de Arena Realizar pruebras de LOI, AFS y resistencia de Arena según PAC-23
Calibracion de mezcladora Realizar la calibracion de acuerdo al PAC-23
Inspeccion de modelo Inspeccionar que el modelo se encuentre en buenas condiciones. El modelo debe contar con numero
de parte y numero de serie.
Inspeccion de cajas de corazon
Verificar que las cajas de corazon se encuentren en buen estado
Aplicar desmoldante a modelo y cajas
de corazon Cubrir toda la impresión del modelo y cajas de corazon para evitar rompimiento durante el desmoldeo.
Preparar modelo para llenar Colocar los refuerzos adecuados en base y tapa y las camisas exotermicas a la tapa de acuerdo a la
instrucción. IM-014
Preparar cajas de corazon Colocar los refuerzos adecuados de acuerdo a la instrucción IC-014
Llenado de base, tapa y corazon (es) El molde y corazones deben ir bien compactado de acuerdo a las instrucciónes IM-014 e IC-014
respectivamente.
Verificar fraguado Verificar el fraguado de tapa, base y corazones para poder desmoldear de acuerdo a las
instrucciónes IM-014 e IC-014 respectivamente.
Desmoldear Una vez fraguado desmoldear. Se debe desmoldear de manera uniforme para evitar
despostillamientos en el molde y corazones
Transportar molde y corazones a area
de pintura.
Quemar y sopletear molde y corazones
Verificar que queden libres de arena suelta de acuerdo a la IP-014
Pintar molde y corazones Pintar moldes y corazones con pintura de zirconio de acuerdo a la instrucción IP-014
Transportar moldes y corazones a area
de preparacion
Preparacion de la base Realizar simulacro de base y corazones para asegurar un ensamble correcto. Verificar que el
corazon no se haya despostillado y verificar alineacion de plantillas, de acuerdo a instrucción IP-014
Preparacion de la tapa Abrir camisas exotermicas , bajada y realizar vientos, de acuerdo a la instrucción IP-014
Cierre del molde Hacer simulacro de la tapa con la base preparada, sopleatear y cerrar. De acuerdo a instrucción IP-
014. Verificar el cierre correcto del molde.
Pesar y asegurar moldes preparados Colocar pesas en moldes cerrados y aseguar con arena mezclada linea de particion.
Preparacion de carga para fusion Preparar carga inicial para fusion de acuerdo a IF-01.
Cargar el horno Anadir el material al horno en el orden indicado en la IF-01
Tomar muestra para analisis quimico Cuando el horno se encuentre a 3/4 partes de su capacidad se toma la primera muestra para analisis
quimico. De acuerdo a IF-01
Caliento de olla de vaciado Colocar en quemador la olla de vaciado media hora antes del vaciado.
Realizar analisis y ajuste El analisis quimico se realizara de acuerdo al PAC-26. Conforme al resultado de laboratorio la carga se
ajustara de acuerdo a la norma EMS-15.
Tomar segunda muestra para analisis
Verificar que la carga cumple con los parametros de acuerdo a la norma EMS-15.
quimico.
Vaciar metal del horno a la olla. Una vez liberada la carga por laboratorio y que el metal haya alcanzado una temperatura de 1670 C.
Durante el vaciado a la olla el metal se desoxida de acuerdo a la isntruccion IF-01
Desoxidacion Durante el vaciado a la olla el metal se desoxida de acuerdo a la isntruccion IF-01
Escorear metal de la olla Una vez que terminan de vaciar el metal a la olla, escorear en la olla para limpiar el metal.
Llenado de moldes Proceder al llenado una vez que el metal se encuentre a 1570 C de acuerdo a la IF-01. Una vez lleno el
molde cubrir las camisas con polvo exotermico.
Desmoldeo La piezas se podran desmoldear minimo despues de 4 hrs de haberse vaciado.
Granallado de piezas Las piezas se granallan en la maquina granalladora para remover la arena pegada.
Corte con soplete El acero al carbon es cortado con oxi-gas.
Operación de Arc-air El sobrante de las mazarotas que no corto el soplete se remueve con arc-air.
Granallado de piezas Las piezas se granallan nuevamente para remover la escoria del arc-air.
Soldadura Soldadura de cosmetica
Esmerilado Se utiliza el pulidor para esmerilar la linea de particion asi como protuberancias en la parte exterior de
la pieza
Retrabajo Las piezas son llevadas al area de retrabajo donde se utiliza el mini pulidor y el rectificador para
eliminar rebaba y/o protuberancias en la parte interna de la pieza.
Prueba de particulas magneticas e Las piezas son sometidas a prueba de particulas magneticas secas para detectar posibles grietas o
inspeccion visual fracturas según PND-02, instrucción IPC01/05 y PCC EMS15
Soldadura Se realizan las reparaciones en los defectos detectados en la prueba de particulas magneticas
Retrabajo de soldadura aplicada Se remueve el exceso de soldadura con pulidor, mini pulidor po rectificador.
Prueba de particulas magneticas Liberacion de particulas magneticas y consmetica. Documentos de referencia PND-02, IPC 01/05, MSS-
SP-55
Tratamiento termico Se realiza un tratamiento termico de normalizado según la instrucción I-TT
Prueba de dureza Se realiza la prueba de dureza según en diferentes puntos según PAC-10 y PCC EMS15. Los
parametros aceptables son de 120-163 HB.
Inspeccion visual
Verificar que la pieza cumpla con la MSS-SP-55 (Norma para acabado visual de piezas)

Granallado de piezas

Entarimado

Embarque
 It is the diagram of the processes through which the products manufactured at
FAMETSA pass, from the reception of the raw material to the shipment of the finished
piece. The activities involved in the project for the preparation of Work Instructions
range from the revision of the model to the closing of the mold.

Molding area

Shell hearts molding area

 No Bake Sand Molding

Mold and Heart Painting Area

Preparation Area
 The problem situation studied in this research work, which is presented in the
Quality Management of FAMETSA, is given by the non-existence and outdated Work
Instructions for certain activities that are carried out in the operational areas, so that in
the development of some activities there is no document to be able to comply with the
requirement of the activity, considering the minimum safety and quality aspects that
must be taken into account in the execution.

Once the Cause-Effect Diagram was structured, the main causes were
identified through brainstorming. Using the Why? technique For each main cause, the
question "Why?" was asked. until no more answers are obtained, thus generating the
sub-causes or root causes that are generating the problem under study.

Cause – Effect Diagram

The cause-effect diagram, also known as the Ishikawa diagram, is one of the
various tools that have emerged throughout the 21st century in the field of industry
and services to facilitate the analysis of problems and their solutions in areas such as
the quality of processes, products and services.

Below is a cause-effect diagram for FAMTESA's Process Quality, in which the

problem or situation to be analyzed is identified and defined, which would be the
"current condition."

Cause Diagram
 Undocumented work instructions are a limitation that prevents staff from
knowing the correct process and tools to use, and makes it difficult to correctly carry
out the activities for the production of parts.

PROPOSED SITUATION

The following phases should be followed for the preparation and implementation
of the instructions:

 Determine the aspects or tasks to be instructed.

 Plan the preparation of instructions.
 Study or analyze the task to be systematized.
 Write the instruction.
 Review and approve the instruction.
 Distribute and disseminate the instruction.
 Review the instruction periodically and update it.

Flowchart for Work Instructions

Below is a flowchart for carrying out work instructions, which covers everything
from identifying tasks that may require a work instruction to the final monitoring and
control of the instruction:
 Procedure for preparing work instructions

Determine the aspects or tasks to be instructed

Before preparing instructions, a list of the activities, tasks or aspects that

comprise them must be established.

As an important note, only strictly necessary instructions must be drawn up; it

is important to avoid excessive systematization and protocols, which may be
detrimental to what is truly significant.

Planning the preparation of instructions

After preparing the list of tasks to be carried out in the work instruction, a
prioritization must be established based on their importance, level of risk, frequency
of execution and other aspects that determine the degree of need for the instruction.

Once the prioritisation has been carried out, those responsible for its
preparation and the deadlines for its development will be designated, thus
establishing a work plan for the preparation of the instructions.

Study or analyze the task to be systematized

Before beginning to draft the instruction, a study of the different tasks that
comprise it will be carried out, analyzing in detail the possible risks derived from its
execution, taking into account the technical and human factors that affect each of the
possible dangers.

Write the instruction

 It should be as simple and clear as possible, indicating, step by step, everything
that must be done to achieve its objective. A well-written and structured instruction
should make it easy for even a person who is not knowledgeable about the subject to
understand the activity just by reading it.

The instruction shall state:

 Tasks performed by authorized personnel with the necessary training or

experience.
 Personal protective equipment and media.
To facilitate understanding, you can use drawings, diagrams, charts, etc.
Photographs and drawings will be an important support.

Review and approve the instruction

After the instruction is drafted, it must be reviewed and approved.

The review will be carried out by the persons who carried it out with the
collaboration of the designated person, as technical collaboration. Once the
instruction is approved, it will be coded according to the codes of the company's
document system.

Distribute and disseminate the instruction

After approval, the instruction must be appropriately distributed to the work

stations for its application.

The instructions available to workers must be monitored, ensuring that

everyone has the necessary instructions to carry out their work.

When delivering instructions, the following aspects must be taken into account:
  Provide a receipt to ensure that you always work with the latest revision.
 Always be accompanied by an explanation sufficient for understanding.
 Ensure that they are located in specific places that are easy to access and
consult.

If the instruction is not accepted or applied, the reasons for such an attitude must
be sought, and if there is no valid justification, every effort must be made to ensure
that it is accepted, especially if the instruction corresponds to a critical task.

Review the instruction periodically and update it

The possible variation in the execution of the activity (new machinery, new
services or activities, etc.) that entail the need to modify the instruction must be
monitored, in this way, it is possible to keep the documentation up to date.

Through the preventive control "Observation of work" it is possible to identify

non-compliance, deficiencies or shortcomings in existing instructions, which
recommend a variation in them. This monitoring should be carried out by middle
management and the company's preventive organization (external prevention service,
designated worker, etc.).

CHAPTER III
 DEVELOPMENT

Work instructions sequentially develop the steps to follow for the correct
execution of a job or task. Therefore, they must serve as a guide to the worker in the
development of activities that may be critical.

The above-mentioned phases were followed to prepare and implement the

instructions:

Determine Areas and Activities Involved in Work Instructions

In the preparation of these Work Instructions, the activities to be carried out in

the process of a complete mold and its closure were divided into areas, going through
the different areas to complete it:

 Molding Area: The models of the pieces to be molded are selected

so that they can be assembled later. The number of heart boxes varies
according to the model. These are the parts that are molded to have a
complete mold.
o Cover
o Base
o Body
o No Bake Heart Molding
o Shell Heart Molding
 Painting Area: After all the parts have been molded, they move on to
the painting area, where the type of paint that will be applied and to
which parts depends on the material to be cast and the mold.
o Cover
o Base
o Body
o No Bake Heart Molding
 o Shell Heart Molding
 Preparation Area: Once the appropriate paint has been applied to the
different parts that make up the model, the mold is prepared for correct
assembly and with the necessary characteristics so that the piece
comes out without problems.
o Cover
o Base
o Body

Planning for the Preparation of Work Instructions

Once the list of tasks that we believe are convenient to carry out in the Work
Instructions is prepared, we proceed to plan the preparation of the instructions, based
on the time and process for the preparation of a piece, a plan is made to prepare 2 to
3 Work Instructions per week, the deadline for which may vary since it is based on the
production requested by the clients and this is not constant and is not always varied.

The execution of the Work Instructions will be according to the weekly

program, giving priority to those that are requested most frequently or that have a
greater degree of complexity. With this type of planning, several Instructions can be
carried out at the same time or for days without documenting new ones.

Analysis of the Areas and the tasks to be systematized

Before determining the areas and tasks, a test was carried out with simple
pieces to find out the elements involved in making the moulds, the language used by
the operators for the tools or tasks they performed, as well as the technical and
correct names of everything involved in the process.
 Rely on the empirical knowledge of workers in the development of different
molds, taking this information and changing it into technical language. All this to be
able to correctly understand and prepare the Work Instructions.

Writing and Capturing Work Instructions

Once the part number to be documented has been selected based on the
weekly schedule, the part number and the type of material to be poured into the part
are identified. A draft of the entire process required to obtain the complete and closed
mold is carried out, taking notes and separating the process by areas, documenting
which tools are necessary and the step by step to carry out said task, all of this
captured in photographs that will serve as visual support in the Instructions.

Once the complete draft of the scheduled part number is obtained, the
information is entered and changed to the technical language used in the company,
capturing the information in the format corresponding to each part of the mold, giving
it a step-by-step order of the tasks to be performed, as well as adding photographs to
associate the steps with the images and make them easier to understand.

The following guide was taken as a basis for the Work Instructions formats:

Guide to adapting Work Instructions

1. Objective: What is going to be done? And for what?

2. Scope: Where does it apply and who applies it?
3. Update:
a. Rev. 0
b. Rev. 1 When there is any change, reference will be made to the point
that underwent said adjustment.
c. Example: Rev.1, 6
4. Definitions: 3 or 5 definitions, concepts that are complex to understand.
5. Responsibilities: Position, department.
 6. Development: Description of activities starting with a present indicative verb in
3a. person.
a. Example: Perform, Communicate and Deliver.

Plan, Do, Check and Act.

7. Refer to the 4 M's (for their translation into English):

a. Human Resources (Manpower)

b. Material (Material)

c. Machinery (Machinery)

d. Methods

8. List or illustrate the operator's actions

9. Include an auditable log of activities:

a. Author

b. Date

c. Revision Number

Review and Approval of Work Instructions

Once the instruction has been drafted, it must be reviewed and approved by the
person in charge of the quality department. After verifying and correcting it if
necessary, a copy is sent to the production manager and personnel involved in the