We Expect From Our People

Flexibility & agility Openmindedness Adherence to standard methods Creativity & innovation, within rO"

Li' acceptable framework • Ownership of personal ^/y dzvelopmenl t-f • Visible commitment rO"

Li' acceptable framework • Ownership of personal ^/y dzvelopmenl t-f • Visible commitment

Figure 10.7 TPA 'Spark to Start'

Figure 10.7 TPA 'Spark to Start'

■ the pillar champions, who provide the direction in terms of developing and then deploying the policy (for example OAE, as shown in Figure 10.5)

■ the bottom-up TPA team improvement activities, which are concerned with this week/this month

Figure 10.6 shows a typical timing plan for the first twenty weeks of a launch programme, including the activity sessions for the initial pilot. Further details are included in Table 10.4.

Activity sessions usually take place once a fortnight, maximum eight hours, minimum four hours per session. They are held 'on the job' and comprise a multi discipline core team, plus their facilitator and key contacts as invited.

Pilot

Following the scoping study, a pilot is used to:

■ gain experience of using TPA techniques and principles;

■ identify road blocks to progress;

■ develop a model to convince others;

■ confirm the potential of TPA to reduce wasted effort and improve customer service;

■ establish a realistic and achievable roll-out plan for the rest of the administration functions.

Milestone 1 Introduction (Everyone involved)

The roll-out cascade provides a systematic route to involve all administration functions in the use of TPA. The sequence of roll-out should reflect the business priorities. Here the main emphasis is on reviewing and formalizing existing systems and processes. Work scheduling is also formalized to make it easy to track work progress against planned service level criteria. The aim is to minimize the tasks required to maintain the administration systems and to ensure that areas of hidden loss are at least identified and prioritized so that the available time can be directed at the most important.

A key goal at this stage is to reduce retrieval time for all information to 30 seconds or less. Activities at this stage will be primarily directed at internal processes and allocation of responsibility for shared files and common areas. Visual focus: labelling and organization will make it easy to do things right.

Milestone 2 Refine best practice and standardize

The milestone focus is rationalizing and minimizing administration tasks. There is a shift away from individual to group tasks so that as the workload fluctuates, the load can be shared.

A key goal here is to reduce filing space and, therefore, put-away time as well as lead times and processing stages. Activities may involve close cooperation with internal/external customers and suppliers.

Visual focus: work co-ordination techniques to highlight potential work overload and the need for reallocation of resources. See Table 10.5 for more details.

10.3 Applying TPA

Below is a suggested programme for TPA pilots. This is intended to highlight differences and assist the experienced TPM practitioner to operate in the administration environment.

The TPA approach uses CAN DO and the TPM improvement plan techniques in a similar way to TPM in manufacturing. There are, naturally, changes of emphasis. Some principles are directly applied, such as:

■ restore before improve as a route to current system restoration and understanding of the administration systems;

■ the definition of routine activities and roles based on the need for technical judgement;

■ the use of a pilot to learn the lessons prior to roll-out.

Other activities are uniquely administration oriented, such as:

■ the move from individual-based to group-based activities. This permits the reallocation of resources to overcome workload problems;

■ the use of visual methods to organize and progress work as well as highlight backlogs;

■ reduction in filing space by 50 per cent;

■ retrieval of routine information within 30 seconds or less.

The emphasis on cleaning equipment becomes an emphasis on ease of checking/archiving data (both physically and electronically) and reducing effort required to maintain the workplace. Here a major source of contamination is excess or out of date paperwork. The equivalent to reducing sources of contamination is the use of a 'One is best' campaign, e.g. one-page memos, one copy filed, one-hour meeting, and so on.

As set out above, during Milestones 1 and 2, this is applied within the department. During Milestones 2,3 and 4, this is spread out to include internal/ external customers and suppliers.

As with TPM, the first two milestones focus on a move from reactive to proactive management by standardizing core competences. This releases experienced resources to develop added value services to aid the competitive position of the business.

The reason this is referred to as TPM in Administration rather than TPM in the Office is that the process has been found to be effective in non-office environments such as stores, warehousing and support functions which do not have a fixed location (see 10.1 - An Overview).

Team launch

The initial training activity is similar to a conventional core team launch. The important point to emphasize here is the fact that hidden losses occur in any environment. TPA is a tool to trap and progressively eliminate these dynamic system losses.

Core team members need to feel comfortable with the distinction between the following loss categories (Table 10.2).

It is useful to explore with the team how the six losses can be expressed in relevant administrative terms. Although there can be more categories of loss, these six provide a framework for systematically addressing the main sources of waste. The team should agree how to capture the level of losses in each case to develop and monitor overall administration effectiveness.

Table 10.2 Loss categories and examples

Loss category

Definition

Loss examples

Availability Things which prevent the

(improve information job from starting collation/ retrieval)

Performance (improve job process stages)

Quality (reduce risk of human error)

Things which extend the processing time

Things which influence the quality of the work

Inaccurate records (system breakdown)

Cross-referencing not correct (minor stop) Lost file (reduced speed loss)

Misdirected document (rework)

Initial errors (start-up loss)

Figure 10.9 Measurement cycle tool: typical loss categorization

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.

Activity 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 7

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 S and difficult to do things wrong *.

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

Table 10.3 Pilot timing plan and supporting notes

Activity

From

To

Notes

Scoping study

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