The team should also plan routine CAN DO improvement activity.. Acfivity sessions see Table 10.4 Prior to core team activity sessions, record current losses and allocate CAN DO areas..
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eliminating most of these losses, what would we expect to see in physical terms?’ How will we know we have improved? How will working practices have been changed? (See also Figure 10.7.)
Consider those factors which help and hinder progress towards the vision List those people who need to be involved to overcome the ’hinders’ (These will become key contacts.)
Discuss with the team meeting times and dates Ideally, meet two weeks out of three for full-day team sessions, if possible In small offices, only half
a day may be possible This may need to be fitted in around month-end procedures, but it should provide quality time for the team to release themselves from the day-to-day pressures
The team should also plan routine CAN DO improvement activity This may require allocation of areas to two or more individuals It may also involve some prioritization Try to gain agreement to a routine daily 15 minutes’ activity A weekly half-day would also be an alternative, but eventually we would expect to be able to progress towards a daily improvement clear and clean regime, with the emphasis on reducing the time required to maintain workplace organization
Finally, the team should decide where to locate their TPM board and take
’before’ pictures as evidence of improvement and to sustain future motivation
Acfivity sessions (see Table 10.4)
Prior to core team activity sessions, record current losses and allocate CAN
DO areas Begin the big clear and clean Activity sessions follow the format set out below Sessions should be based on around 50 per cent briefing/ analysis and 50 per cent practical activity If only half-day sessions are possible, the practical activity can be planned for a separate day The following provides information to support the TPA improvement plan process steps
Session I
Carry out an outline brown paper modelling exercise to assess filing, numbering and labelling systems Extend the clear and clean to filing systems and introduce routine clear and clean activities to break the back of the clear and clean task (e.g 15 minutes per day) See Figures 10.10 and 10.11
Focus on preventing unnecessary items from entering the areas to ensure that everybody understands the change is for good
Session 2
Introduce the CAN DO audit to confirm progress/status Don’t move on to CAN DO before the required level of discipline has been achieved
Figure 10.11 shows the first and second steps of CAN DO, namely: Step 1: getting rid of everything unnecessary
Step 2: creating a right place for the things you need
TPA is about workplace organization using the CAN DO philosophy: making
it easy to do things right and difficult to do things wrong x
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Figure 10.10 CAN DO in TPA
Figure 10.11 Administration tool: Workplace organization
During this session, identify filing/information retrieval priorities The goal of any 'world-class' information retrieval system, whether manually or
electronically filed, is to be able to find what you want within 30 seconds The model programme set out in Table 10.3 allows a couple of weeks to
consolidate this initial activity
Sessions 3 and 4
It is useful to add detail to the overview of office systems used to define filing, numbering and labelling processes Map out the administration process
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Table 10.3 Pilot timing plan and supporting notes
Activity From To Notes
Scoping study
Mobilization
General
awareness
Initial training
CAN DO
implementation
Activity sessions
Customer needs
definition
Audit / coaching
framework
Policy
development
Roll-out plan
development
Steering Group
review
1
2
3
3
3
3
1
10
8
12
8
2
2
4
4
17
17
3
16
17
17
17
Agree who should be involved, communications cascade, etc
All parties who are involved on administration processes under review, including internal customers and suppliers where possible
Core team, key contact and pillar champion briefing
Provide the infrastructure to hold the gains
Including feedback and presentation of forward plan
(Includes business goals) Ideally during scoping study, but at least prior to team launch
Agree with team level 1-4 checklists to their vision
Based on roll-out concept agreed during scoping study
Monthly from around week 8 when initial policy issues can be reviewed
using examples of documentation and stages of completion The model should also indicate volumes and areas of loss If this can be put up and left on a suitable wall, it can be updated with good/bad examples as the project progresses
Figure 10.12 shows the ‘brown paper process mapping’ tool It is a very visual and useful exercise which also helps in teambuilding as well as improving the efficiency and effectiveness of the actual process or system under review The stages of the review can include a critical assessment of the process using the standard manufacturing form The definitions should be amended
to use the phrase ’If this part of the system is defective, what will be the impact o n ?‘
The elements under consideration should include filing, archiving, labelling and cross-referencing systems This should include electronically held data Once the extent and criticality of the system under review are understood, this is followed by a system condition appraisal This activity ensures that the
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BROWTV PAPER PROCESS MAPPING
2
2
2
To visually map out the A to Z of any pmesdsystedroutiine
Carry out criticality assessment and condition appraisal
To act as a focus route map for discussiodagreement to elminate
waste by:
A B C Z
- Avoid duplications (overlap/excess copies) Duplicate X
- Identlfying dependencies (core and indirect) Dependencies J
- Defining inputs/outputs (Links to other systems procedures, measures of
- Identifyinglgaps omissions ? >,/ !
performance) 0
Figure 10.12 Condition cycle tool
team have a g dunderstanding of what each element of the system contributes before considering changes (restore before improve)
It is important to agree what is satisfactory as well as what needs attention From this a restoration/action plan can be developed Again, these use similar formats to the manufacturing forms
Where system restoration is necessary, it is important for the team to idenbfy how to prevent the deterioration in the future and how to spot potential problems early These activities can be loosely grouped under the asset care headings as ‘system care’ and incorporated as part of best practice
At this stage, it may be necessary to involve suppliers as key contacts, particularly where equipment is involved or the supply includes on-site activities
This can be followed up with the development of single-point lessons as part of the definition of core competences and training needs Once tasks are formalized, the team should consider how to refine the process and allocate
the tasks to reduce waste Consider how to eliminate, combine and simphfy
activities across all stages of the process, including those areas external to the department Again, the ‘brown paper process mapping’ tool can help here
Sessions 5 and 6
Examples of improvements as part of the problem prevention cycle are shown
in Figure 10.13 and dustrate that these are the things we do to hold the gains
in the physical and d t u r a l sense (where the ’D’ is for the (self) d i s a p h e of CAN DO and includes team-based problem solving and prevention techniques like (“5 whys”)
It is often possible to assess more than one part of the system The pilot should attempt to address at least 20 per cent of the most critical
Once the office system are restored and standardized, attention can be turned to process re-mgineering
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Basic principles to be considered include the following:
H Organize around outcomes, not tasks
H Link activities on a group/parallel rather than individual/sequential basis so that workloads can be balanced and those tasks requiring technical judgement can be isolated and subject to review /simplification Those who use the outputs should perform the process
The output from data-gathering activity should provide information
in the form required
Consider information generation, analysis and use as if it occurs in the same office (don’t split tasks by virtue of their location)
Place responsibility for decisions close to where the work is performed and build control into the process to spot problems early
Capture information only once and at the source
H
H
H
H
H
A frequent outcome is for administrative tasks to be delegated to the originator’s department in a way which minimizes effort and improves the quality of the information required
HOLDING THE GAINS: DISCIPLINE
Before and after photos (Black museum v Standards)
Colour coding
Labelling
Foam cut-outs
Single-point lessons/instructions
Audit: To set the standards and pinpoint actions
Problem solving: Ask why 5 times
-
Post the radar chart results of TPA activitv board
Figure 10.13 Problem prevention tools
The workflow analysis is carried out in parallel with the CAN DO steps of define/refine and standardize This provides a route to support implementation and standardization of working practices as well
Improvements are introduced on a pilot/trial basis before full implementa- tion to provide the opportunity to refine the best practice based on experience This process aims to progressively systemize routine administration through the steps of
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W Easy to do right
H Difficult to do wrong
W Impossible to do wrong (zero defects)
Policy development
The issues raised by the pilot should be addressed as they become visible By
using the improvement plan, the type of problems encountered will be in the sequence:
0 What to measure and how
0 System condition, the level of restoration needed and the type of maintenance activities required to retain system condition
0 How to establish and refine best practice
0 How to set and deliver improvement priorities
0 How to hold the gains and pass on lessons learned
T ~ I S experience will provide the basis for a realistic and aduevable roll-
out plan It will also provide examples to convince others and aid them through the learning w e
The sequence of the roll-out cascade should be based on the potential impact on business goals It may also be a precursor to the selection and implementation of computer-based systems
In p a r d e l with the team activities, the TF'A champion and Steering Group
committee should develop a policy framework to address the issues raised
by the pilot team activity This may involve redefining roles and the information provided to/from the area under review
The policy framework should include a progressive audit/coaching process
to be applied to d administration areas to deliver:
Basic systems (measurement cycle and basic information), including
C A N DO Step 1
H Transfer of basic lessons (system restoration and improvement),
including C A N DO Steps 2 and 3
W Refine best practice and standardize (routine identification and
elimmation of hidden losses), including C A N DO Steps 4 and 5
The TPA champion should work with the team to set policy guidelines
W prioritizing losses;
W
W
concerning:
definition of routine (team-based) core tasks, early loss detection and routeing of tasks requiring speciahst attention;
definition of technical tasks requiring specialist input;
definition of core competences, training infrastructure and team recognition processes;
the sourcing and application of technology
Trang 7Table 10.4 TPA core team activity programme
00
Initial team launch
Activity session 1
Activity session 2
Activity session 3
TPM principles, review measurement cycle (define APQ loss categories, data capture requirements), establish customer needs and key performance indicators Define current activity list, and carry out clear and clean planning
Identify priority areas from data collection Carry out outline brown paper exercise to assess filing, numbering and labelling systems Extend clear and clean to filing systems Restore obvious labelling/numbering system deficiencies as appropriate Introduce routine clear and clean activities (e.g 15 minutes per day)
Audit arrangement progress/status Identify filing/
information retrieval improvement priorities and allocate
as part of CAN DO neat and tidy
Audit neat and tidy progress/status
Workflow analysis: Review six loss assessment and select priorities for improvement
Develop detailed brown paper model of priority administration area Use critical assessment to review each part of the process (include labelling, filing and reference systems) Carry out condition appraisal of critical elements, agree actions to restore system to working condition Audit neat and tidy progress and allocate CAN DO checking priorities Focus on reducing the effort required for routine activities such as checking, spotting workload build-ups and workplace/system 'maintenance' activities
Record currcnt losses, complete first-level activity analysis Allocation of CAN DO areas Select location for TPM board
Focus on CAN DO maintaining the arrangement, preventing unnecessary items from entering the areas
Focus on CAN DO neat and tidy retrieval goal, space organization and labelling needs
As above
Focus on CAN DO checking and return activities as well as critical system restoration/simplification
(Contd)
Trang 8Table 10.4 TPA core team activity programme (contd.)
9
10
11
12
Activity session 4
Adivity session 5
Activity session 6
1%15
16
17 Feedback
Continue with condition appraisal and restoration activities Define system care requirements (customers and departmental needs) to prevent deterioration and automate update Develop best practice routines for administrative planning, organization and contml
Improvement activities: Assess performance
against customer needs and vision Identify improvement opportunities and assess benefits Concentrate on low cost
or no cost solutions Highlight technical and support problems and identify key contacts as appropriate Assess/
revise roles and responsibilities for routine tasks and those requiring judgement
Make it part of the routine: Produce single-point lessons and training plans to establish core competence Idenhfy forward programme Confirm progress to date and improvement priorities for the rolt-out activity
Focus on CAN DO define/refine activities to systemize basic activities and prevent disorder Continue with system restoration
Trial provisional system care activities and refine best pradces
As above Continue with CAN DO define/refine activities Develop/trial proposals for improved ways of working
Carry out skill development programme
Additional sessions as required
Prepare for feedback
For communication and to gain demonstrable commitment from those whose support we need
to continue with the improvement process Present
lessons learnt/benefits of TPA Dry run plus feedback
to management with details of progress to date, priorities
Mobilization of roll-out planning
for action and proposed forward programme
5
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0
Table 10.5 TPA implementation stages
Establish
TPA
infrastructure
Small group
activity
Organization
learning
Delivering
improved
customer service
Top-down
Create the
environment
Set priorities, set
expectations, give
recognition
Prioritize pilot options, evaluate perceptions, agree pilot programme, infrastructure/roles and mobilize
Define pilot roles and responsibilities, identify awareness and training needs
Understand and define customer needs Critically assess the priority
of those needs and evaluate current status
Awareness and training to develop understanding and skills in the use of TPA techniques
Establish measurement process Identify roadblocks
to progress through the systematic application of the improvement plan Develop
a model of TPA and raise awareness benefits Add detail to the roll-out concept Review and refine current policy to address issues raised by the pilot team
Establish job core competences
Integrate the activities of the core team within the TPM master plan Co-ordinate the development of audit/
coaching framework and links with personal development plans
Systematically involve all personnel in:
Workplace organization Developing written standards for routine activities
Improving customer service
Identifying hidden losses
Review and refine practices
to systemize routine tasks, and trap problems early
Shift from individual to group-based work Study and improve office tools (paperwork and ledgers)
Analyse and reduce duplication, simplify, combine and eliminate tasks where possible
Transfer of lessons learned to other areas
Establish standards for all areas and agreed work schedules to deliver customer service goals Establish roll-out priorities Reinforce standards for workplace organization Focus on making tasks easy to do right Encourage a 30- second information retrieval campaign
Refine standards and introduce a continuous improvement habit Reduce lead times and introduce automatic progress co- ordination processes Encourage a ‘one is best’
campaign, e.g one-page memos, one copy filed, etc
Aim to reduce filing space
by 50% Focus on fool- proofing and systemization (difficult to do wrong)
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Timing plan
timings)
This should take between sixteen and twenty weeks depending on the complexity of the systems under review (see Table 10.4 for approximate
Roll out
Table 10.5 sets out the major implementation stages including the first two
roll out milestones
In Figure 10.14, we show some ’quotable quotes’ from people who have used the TPA improvement tool
‘CAN DO ‘clear-out’ proved very useful’
‘Improved awareness of how we work’
‘Identifies scope for improvement’
‘Means of avoiding replicatiodduplication’
‘Gives insight into other support sections’
‘Good approach for integration of interfaces’
‘Highlights information gapdmissing Links’
‘Forces us into action’
‘Speeds up processes’
‘Makes us challenge and question processes’
‘Take time out to discuss mutual problems’
Figure 10.14 Quotable quotes from TPA parficipants
10.5 Why do TPA?
Lf your OAE is currently 60 per cent, that implies that in any five-day week only three days’ equivalent are adding value The other two days‘ equivalent
is ’a complete waste of time and effort’ Lf you can eliminate waste and non- value adding activities, so that your OAE is 80 per cent, then that is like having an extra day a week of value adding support How can you afford not
to practise TPA?