Totally Productive Operations

TPM (Manufacturing)

GOAL: To maximize added value eliminate waste * 'In all that wc do"

TPM (Maintenance)

TPM (Design)

TPM (Administration)

- Supply chain

- Office

- Support

Figure 10.1 The value stream and TPM

The application of TPM in Administration, or TPA, has parallels with the approach used in manufacturing. Many administration problems are unmeasured and therefore hidden, just as they are in manufacturing. This chapter looks at the application of TPA. The issues are just as relevant to non-manufacturing industries such as construction, where the workplace is not fixed and logistics/planning has to deal with this added dimension. It can also be applied to computer-based and financial services work environments, where CAN DO is as important as ever.

The wide variety of tasks carried out by administration makes it appear complex and difficult to standardize. Therefore, when there are peaks in workload it can be difficult to know how to smooth out the bottleneck.

As a result, there are often minimal standard practices, formal training, few, if any, single-point lessons, fool-proofing or systematic loss elimination activities. Individually, good administrators are excellent organizers, but this is usually limited to their immediate work rather than the system as a whole. Typically, administration systems are characterized by the weaknesses shown in Table 10.1.

Table 10.1 Administration issues and weaknesses

Issue

Weakness

Dependent on individual initiative

Much manual and discretionary work

Numerous records and ledgers to be maintained

Current job processing status is difficult to assess

Difficult for others to fill in

Difficult to learn from experience

Duplication of documents, files and information

Difficult to measure progress or to improve quality standards, productivity or delivery performance

TPA uses the CAN DO workplace organization steps to address the office infrastructure, i.e. filing systems and layout issues.

In parallel, office systems are reviewed using the improvement plan phases as shown in Figure 10.2 of:

• Measurement cycle

• Development cycle

• Problem prevention cycle

10.2 The TPA implementation process

The TPA implementation process is illustrated in Figure 10.3. It comprises the 'planning' or scoping stage, followed by the implementation phase.

Figure 10.6 TPA typical timing plan

■ a typical TPA activity timing plan

Figure 10.4 shows the essential TPA infrastructure of:

■ the Steering Group, comprising pillar champions, facilitator and consultant, who meet monthly

• Practise I improve

• Masters, Innovate

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