Brown Paper Process Mapping

z> To visually map out the A to Z of any process/system/routine z> Carry out criticality assessment and condition appraisal 3 To act as a focus route map for discussion/agreement to eliminate waste by:

- Avoid duplication (overlap/excess copies) Duplicate *

- Identifying dependencies (core and indirect) Dependencies

- Defining inputs/outputs (Links to other systems procedures, measures of performance) —H |—>

- Identifying/^aps omissions ? !

3 Leading to defining best practice routines that can be standardized as maximum value adding support

Figure 10.12 Condition cycle tool team have a good understanding 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 identify 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 simplify 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 illustrate that these are the things we do to hold the gains in the physical and cultural sense (where the 'D' is for the (self) discipline of CAN EX) 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 systems are restored and standardized, attention can be turned to process re-engineering.

Basic principles to be considered include the following:

■ Organize around outcomes, not tasks.

■ 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.

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:

3 Before and after photos (Black

3 Colour coding 3 Labelling 3 Foam cut-outs

3 Single-point Icssons/instructions 3 Audit: To set the standards and pinpoint actions

3 Problem solving: Ask why 5 times 3 Post the radar chart results of TPA activity 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 implementation to provide the opportunity to refine the best practice based on experience.

This process aims to progressively systemize routine administration through the steps of

3 Before and after photos (Black

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

• System condition, the level of restoration needed and the type of maintenance activities required to retain system condition

This experience will provide the basis for a realistic and achievable rollout plan. It will also provide examples to convince others and aid them

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

In parallel with the team activities, the TPA 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

The policy framework should include a progressive audit/coaching process

■ Basic systems (measurement cycle and basic information), including

■ Transfer of basic lessons (system restoration and improvement),

■ Refine best practice arid standardize (routine identification and elimination of hidden losses), including CAN DO Steps 4 and 5.

The TPA champion should work with the team to set policy guidelines

■ definition of routine (team-based) core tasks, early loss detection and

■ definition of technical tasks requiring specialist input;

■ definition of core competences, training infrastructure and team

Table 10.4 TPA core team activity programme

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