TPM in Administration

Charles Johnston KTCS

in conjunction with the HPCE Engineering Centre

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WHY HAVE ADMINISTRATION Administration is used to control the systems of a business

every action should add value to the business

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The Supply Chain Business Process Company Infrastructure

Inbound Logistics External Suppliers
Transport/ Distribution Receipting Warehouse Operations Initial Production Process

Manufacturing

Outbound Logistics

Service Sales & Marketing Customer Service Process

Customer Inventory Control System

Supplier Despatch

Inventory

Work in Progress

Transport Distribution

Customer Receipt

Customer Handling

Shelf Replenishing

Warehouse Operations

Customer Input / Complaints Innovation Process

HPCE Quality System

Consumer Input / Complaints Improve Current SC System

Supplies In

Internal Processing

Purchasing

Final Production Process

Inventory

Sales/Purchasing Process
Requirements Out
Order Processing Order Planning & Scheduling Order Processing Customer Order

Physical Movement Information Flow

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Innovation: TIME is important?

The Product Introduction Process
Technology Acquisition Capability Acquisition Innovation Project Management

(Background) (Foreground) Marketing Requirement Definition Concept Development Product Definition Product Design Prototyping Product Test

Configuration Management
Process Implementation

Product Launch

Process Design

Process Test

Supply Chain Process

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Why have this pillar?

Eliminate

Identify LossesLosses in Administration

Losses Speed up response to business demands
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Why have this pillar?

Eliminate

Identify LossesLosses in Administration

Losses Speed up response to business demands
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Autonomous maintenance

Focused improvement Focused improvement

Effective maintenance

Quality maintenance
Early management (MP design, Initial Flow Cnt'l)

How does this relate to the TPM Pillars

The Use of Human Wisdom

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Training for operation & maintenance skills

TPM in the Administration

Safety, hygiene and environmental activities

Office TPM Introduction

Areas of Office TPM

5's Kaizen

Safety

Administration TPM

Visual Management

Vision

Development of People

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Office TPM Introduction

Areas of Office TPM

5's - Set Standards - Sort Out - Set Limits - Shine - Stick to It

KAIZEN - Identify your Loss - Measure - Target Set - Analyses - PDCA

Safety
- Apply 5's - Theme of the Month - Risk Assessment - DupontAudit

Administration TPM

Visual Management
- Controlled Environment - Focused Communication - Safety Working - Public Relations

Vision
- Your contribution to the Business - Your objectives - Your image of the perfect office

Development of People
- Clearer Roles - Skill Enhancement - Autonomous Working

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Office TPM Links

What Office TPM means to the an actual office

TPM Standards
Standard Description
A 5 S audit comprises of the following: A 5 S Checklist - to be completed by the Auditor. The Auditor scores the individual using the check item/description as guidelines. A 5 S radar chart - completed by the individual being audited. This identifies the target (aim), and where the individual has scored relative to the aim.
5s Rad ar Ch art For: P hi ll
Se ri (S ort)
20 15

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5 S Audits
A re a: S co red b y: P re vi ou s S co re: Desc rip tio n
A re the re u nne ed ed item s s uc h a s boo ks an d c ha rts c lutte ring u p the filing c abine ts? A re individua l de s ktops a nd dra we rs c lu tte re d up w ith unne e de d pap er s, e tc. ? A re un nee de d doc um e nts, of fic e supplie s, e tc . e a sy to s pot? H a ve re gula tion s for d is posa l of u nne ed ed item s be e n se t? A re no tic e boa rds k ep t c le a n an d d is play ed ne a tly ? A re filin g a nd stora ge c ab ine ts a nd office s upplies m a rke d with loc a tio n indic a to rs? A re s uc h ite ms m a rke d with na me s to m ake ide ntific a tio n e a sy? A re do cum e nts a nd offic e su pplie s a rra nge d s o the y a re e a sy to pic k up and pu t ba c k? D o ite m s ha ve sp ec ifie d s to rag e pla ce s ? Cle a r o f a ny obs tr uction? A re floors k ep t cle an? A re things c lea ne d re gula rly , e .g. k ey boa rd, m ous e , sc re e n, de sk Is the re a pe rson re sp onsible fo r ov ers e eing c le aning ope ra tions? D o w a ste bins a lwa ys ge t em ptie d be fo re the y ov erf low ? D o w orkers habitually sw e ep floors and w ip e up dirt w ith out be ing to ld ? Is the room v en tila te d we ll e noug h to be c le ar of dus t? Is the an gle a nd inte nsity of the lighting a de qua te for the w ork be ing d one ? A re w orke rs w ea ring dirty w ork c lothe s ? D oe s lighting, c olour, de sign & ve ntila tion give a good a tm osphe re to the o ffice ? A re the f irs t thre e 5s ( Se ri, Se ito n, Se iso) be ing m ainta ine d? Ch ec k lis t, or o th er m e an s? D o p eo ple ve rba lly a c know le dge e ac h othe r w he n the y ha ppe n to m e e t? D o p eo ple ke e p the ir a ppo in tm e nts a nd ta ke the ir br ea ks on tim e, e . g. m e e tings ? D o p eo ple ge t to the point a nd m a ke the m se lve s unde rstood ? D oe s ea c h wor ker ta ke rule s a nd re gulations s er iou sly?

5S Ch ec klist ( Of fice s)
5S No 1

S co re: Ch eck Ite m

Da te :
To ta l

Ai m

Sco re 2 3

Un ne ede d ite m s in filing c abine ts? Un ne ede d ite m s on or in individua l de sks ? Ar e unne e de d ite m s c le a rly ide ntifia ble? Ha ve rule s b ee n e sta blis he d re ga rding unne e de d ite ms ? Ar e displa y boa rds we ll or gan is e d? Ar e storage cabinets m ark ed ? Do doc um e nts a nd offic e sup plie s ha ve the ir o wne rs na m e s on th em ? Ar e doc um e nts an d o ffic e supp lie s e as y to us e? Ar e things ke pt w he re the y are sup pose d to b e? Ar e wa lkw ay s cle a r a nd we ll de fine d? W a ste or paper sc ra ps on floor? Ar e item s c lean? Ha ve spe c ific c le a ning ta s ks be en a ss ign ed? Ar e wa s te bins a llow ed to ove rflow ? Ha s c lea nline ss be c om e a ha bit? Is the re pro pe r ve ntila tion? Is the re pro pe r lightin g? Ar e site /P PE clothe s OK and c le an? Do es the office give the im pre s sion of shining c le a nlines s a t first sight? Ha ve rule s b ee n e sta blis he d fo r m a inta ining the first thre e 5s? Ho w do the y know if PP E is O K? Do pe ople gre et ea c h othe r in th e m orning a nd sa y g oodbye a t night? Ar e pe ople pu nc tua l a nd c ourte ous ? Ar e pe ople c ourte ous a nd c onc ise on the te le pho ne ? Do pe ople obe y ru le s a nd regula tions ?

Seiri [sort out] Seiton [set limi ts] Seiso [shi ne] Seiketsu [set standards] Shitsuke [s tick to i t]

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

T im e to co mp le te for m :

F orm Im pr ove m ent Sug ge stio ns

S hits uke (S tic k t o it)

3

10 5

Seito n (S et Limits)

5S Im provem e nt's (Off ic es)

5S No 1

Are a: Da te:

Sco re t o Im pro ve: Ne xt Sc ore A im : Imp rov eme nt

A im

Seiri [sort out]

2 3 4 5 6

S eikets u (Se t S tand ards )

100

S eiso (Shine)

Seiton [set limits]

7 8 9 10 11

Sco re 80 Score (%) 60 40 20 0

Aim

Seiso [shine] Seik etsu [set stan dards] Shitsuke [stick to it]

12 13 14 15 16

O ct- 99

Ju l 00

Month
M ont h Sc ore O ct- 99 20 No v- 99 13 D ec- 99 13 Jan -0 0 F eb- 0 0 19 Mar - 00 Ap r -0 0 Ma y -0 0 Jun - 00 Jul- 0 0 Au g - 00 Sep- 0 0 Oct - 00

O ct-0 0

Jan -00

Apr- 00

17 18 19 20 21 22 23 24 25

Res pons ib le P ers on : P hi ll F ranc i s L ast Update : February 2000 Ne xt update : A pri l 2 00 0

Tim e to c omple te this form :

Im prove me nt S ugges tions for this Form :

A 5 S Improvements list - completed by the individual being audited. This identifies the improvements that the individual has to make in order to achieve the set aim.

Standard By:

Phill Francis

5's Kaizen

Safety

Administration TPM

Visual Management

Vision

Development of People
ENGINEERING CENTRE STRATEGIC PLAN 2000 2002
Strategic Intent Strategic Goals Thrusts Professional and Flexible Engineers Win through People Internal and External Satisfaction Activities Network Training and Development Programme CMG/EC Connection Customer and Consumer Service Development Career Plan in HPCE Network QA Programme Simple and Effective Methodologies Management Information Office TPM WORLD CLASS ENGINEERING SERVICE TO HPCE Champion Simplicity Loss Free Design Early Equipment Management Early Product Management Supplier Alliance Project management Road Map Knowledge Management Lead in Supply Chain Responsiveness
Personal Development EC Development

Respon sible IR DP GMC / IR IR NP DP RF RF/DP RF IR DP NP

KPI All engineers with T&D plan PM Manual in use at all sites WC levels of customer and Consumer satisfaction Model plan in operation Roll-out to all HPCE sites Effective control of EC resources WC operation by EC Technique in operation at all design locations Technique evaluated and in pilot Partnership with suppliers for equipment and consultancy Roll-out to all HPCE sites Widely used EC Intranet site

Rapid Innovation Transfer

Flexibility by Design

Develop Tools/Techniques for SC use

OV

Reduction of >15% in line changeover times

Annual PDR:
Training Activities Reviewed by Team Member and Appraisor

Management Review of Training and Development Plan

PDR & PDP Appraisal (TTD_PDR) Competency Profile (TTD_CP) New Needs Identified Corrective Action Identified

1 2

In the EC Office Organising our Work Results in the Factories

Skill Review (TTD_SR) Annual Personal Training Plan Completed Personal Training Plan (TTD_PTP) Training Objectives and Assessment (TTD_TOTA) Carry Out Training Review of Training Against Plan EC Training and Development Plan

EC Training Plan (TTD_ECP)

Training Objectives and Assessment (TTD_TOTA

Training Recorded in Personal Training Record Personal Training Record (TTD_PTR) Training Objectives and Assessment (TTD_TOTA)

Training Co-ordinator Records all Training Activities

Documents retained as quality records

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Road-Map to TPM within Administration 1. Initial Clean -up 2. KPIs and Loss Identification 3. Problem Kaizen - measures 4. Standardisation 5. Autonomous Management of LOSS Activities
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Road-Map to TPM within Administration 5. Autonomous Management of Activities 4. Standardisation 3. Problem Kaizen measures

2. Loss Identification 1. Initial Clean -up

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Drawer Tidy

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Where could we start?

Establish Vision
ONE EXAMPLE Losses
01- Failure losses 02 - Set - up / adjustment losses 03 - cutting - blade losses 04 - StartStart-up losses 05 - Minor stoppage / idling losses

LOSS TREE -BASE -BASE 100

1997
1997
11,09 4,37 ___ 6,12 3,87 44,76 3,37 0,00 7,78 0,03 3,54 6,16 1,76 1,42 5,73 0,00

1998

1999

2000
(Apr) Apr)

1998
9,34 3,41 ___ 4,71 3,21 40,52 1,73 0,00 0,60 0,03 2,72 6,16 1,43 1,29 6,34 0,00

1999
5,29 2,67 ___ 3,33 3,34 14,26 2,17 3,27 0,77 0,03 2,35 5,64 5,07 1,30 6,74 0,00

2000
(Apr) Apr)

1,53 1,35 ____ 0,24 2,28 3,03 1,33 1,02 1,14 0,00 0,92 0,03 2,01 0,11 0,00 0,00

Years

Decide Critical process

06 - Speed losses 07 - Defect / rework losses 08 - Shutdown losses 09 - Management losses 10 - Motion losses 11 - Line organisation losses 12 - Losses resulting from failure to automate 13 - Measuring & adjutment losses 14 - Energy losses 15 - Yield losses 16 - Die, Die, jig and tool lossses

Strategy & Policy Board.

US$ Hours Base 100

22.561.741,15 73.759,21 100

18.384.633 61.448,72 82

12.686.899,68 42.325,70 63,23

3.386.714,22 11.981,90 15,01

Map out process

Dept. Loss Tree

1. DEFINE MEASURES, AND COLLECT START POINT DATA

ECRS

Time and Value Analysis New process

7. REVIEW PROCESS, AND START ON CYCLE AGAIN 6. MEASURE IMPROVEMENTS COMPARED WITH DATUM

2. IDENTIFY BIGGEST LOSS AREAS

PDCA cycle

3. APPLY METHODOLOGY FOR BRAINSTORMING LOSSES AREAS, i.e. 5W AND 1H.

5. IMPLEMENT SOLUTIONS.

4. USING METHODS SUCH AS CEDAC, DEVELOP SMART SOLUTIONS

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Create a Vision

What is the Perfect Office?

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Loss Identification

Process to identify losses Losses recorded and measured

Identify and prioritise Office losses TPM
Responsible Person: R. Johnston & M. Fairhurst Last Update: Oct-2000 Next Update: Dec-2000 DMS Ref: OEE.XLS

904 Breakdown of Areas - "Average Month"

Are these losses ?

40%

Define Losses

Long Document Retrieval time Too much paper, complex ISO procedures.

35%

30%

25%

% of 904 Total

20%

Measure Losses

15%

10%

5%

0% Ops Mtg QA Procedures TPM IT Downtime MP Workshop Support Others

PrioritiesDepartment & Business

Loss Areas of 904

Choose Kaizen

Internal Process

Physical Layout

A
ISO Procedures

B
EC Office

Link to Loss Tree Process

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Losses

Losses defined & reviewed Kaizen selected Problems identified for analysis
ra Lib ry

PROBLEMS
Current PRS Files stored in personal cupboards Documentation not stored centrally Library too far away for easy access Poor communication between teams Disturbance from central aisle User unfriendly environment

/pe Ele rso ctro na nic ld riv e

Information not shared

P Cu erso pb na oa l rd s
No stru c tu

re

Kaizen is based on developing and using the

creativity and problem solving abilities of all employees to continuously improve quality while lowering cost and reducing lead times.
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Dont talk to each other!

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Measure

Measures taken before the office re-organisation Data collection retrieval times measured Information management methods were reviewed Links to Project Darwin - Improvements to ISO 9001
MEASURES
TIME to retrieve/ reference a doc in library TIME to retrieve current PRS files DUPLICATED documents PERSONAL storage space reduction 0
This is a benchmark with each value = 100

20 mins

15 mins

20

56 filing cabinet drawers

100

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Conduct Kaizen Improvements As Per Factory?

Data Collection
Customer Consumer Factory Processes Quality Information Safety Information Supplier

Visual Management
6 Big Loss Data Waste

Initiatives

Area Notice Board

Productivity

Problems

Implement Actions

Cell Meeting

" If you cannot measure it YOU cannot improve ! "

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Process Analysis
Design Review Process activity Project Contract Update Project Project team definition Procedure (PCP) Engineering Brief Engineering Contractor MP Workshop Detailed Process responsible John Paul Paul John Mike William Paul John time

man

method

Eliminate Combine Reduce Simplify

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Engineering brief

machine

material

Before
Desks and roller cupboards located at either side of the office.

The Office Layout at the First TPM open day.

Walk way in the centre of the office.

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Plan and 5S

Plan office improvement - whole team involved Use 5S as a tool to improve

5S Audit Sheet
Sort Set Limits Shine Set Standards Stick to it

5S Improvement Sheet

Educate people about 5S

Began 1998

Measure Team: Project Leader & EC Team Kaizen - 4M analysis

Roger / Rogerio & EC Team

5S Graph shows clearly where improvements need to be made

Man - Train in 5S M/C - Workspace Mgmt Materials -Controls Method - ISO Procedures

Audit Schedule

Action Plan

Plan into Action

Record Results
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In / Out Board on door shows Improved Layout

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TEAM PLAYERS
You Are Here
Exit & Toilets Exit

Please keep to the Walkway

Entrance
Print/Plot Room

Oasis 7 5 6 8 9 10 11 12 13 14 15 16 18 19 20 17 21 22

Technical Library

3 4

KEY Fire Alarm Call Point

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Improved Office Layout

Current office Layout.

Current office walkway.

Some of the advantages of the current office layout are: better Team integration which has improved the dynamics of the office less distraction from visitors and a better atmosphere for visitors better layout of project and personal roller cabinets centrally located oasis E C
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Results

Results from office improvement Data collection retrieval times improved Better communication in a user friendly environment
RESULTS

Effective improvement from reorganisation = central locking of the cupboards.

TIME to retrieve/ reference doc in library TIME to retrieve current PRS files DUPLICATED documents PERSONAL storage space reduction 0
This is a benchmark with each value = 100

20 mins 3 15 mins 30 Secs 20 3 56 filing cabinet drawers 14 100

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Filing Systems
Range of PRS (Project Record Sheet) identified.

TRIO

476
PACK

Project Roller Cupboard with 25% room for expansion.

Project label identifying: - PRS Number - Project Title - and Discipline.

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More Filing Systems

Storage of Personal Files.

Centralised storage of Suppliers catalogues.

Personal roller cupboards, containing only personal files etc. Standards have been developed to which all personal filling cabinets comply to.
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Even More Filing Systems

Owners name.

C ngineering entre E Engineering entre

Top Draw No. 1 2 3 4 5 6 7 8 9 Description 10 11 12 13 14 15 16

Part of the standard for filing systems. Roller cupboard with closed File available on the HPCE-EC intranet. project files, located in the library.

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File Management

Focus on restructuring file organisation for electronic project storage ISO procedure for filing is the template for manual and electronic filing, shared drive utilised
Project File Index

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Standards and 1-Point Lessons

Standards and 1 point lessons.

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Example of a Standard & a 1-Point Lesson

TPM Standards
Standard Description
A 5 S audit comprises of the following:

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5 S Audits
5S Checklist (Offices)
5S No 1 Area: Score: Check Item
Unneeded items in filing cabinets? Unneeded items on or in individual desks? Are unneeded items clearly identifiable? Have rules been established regarding unneeded items? Are display boards well organised? Are storage cabinets marked? Do documents and office supplies have their owners names on them? Are documents and office supplies easy to use? Are things kept where they are supposed to be? Are walkways clear and well defined? W aste or paper scraps on floor? Are items clean? Have specific cleaning tasks been assigned? Are waste bins allowed to overflow? Has cleanliness become a habit? Is there proper ventilation? Is there proper lighting? Are site/PPE clothes OK and clean? Does the office give the impression of shining cleanliness at first sight? Have rules been established for maintaining the first three 5s? How do they know if PPE is OK? Do people greet each other in the morning and say goodbye at night? Are people punctual and courteous? Are people courteous and concise on the telephone? Do people obey rules and regulations?

TPM One Point Lesson

Lesson Description

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Using Electronic Whiteboard

Scored by: Previous Score: Description

Are there unneeded items such as books and charts cluttering up the filing cabinets? Are individual desktops and drawers cluttered up with unneeded papers, etc.? Are unneeded documents, office supplies, etc. easy to spot? Have regulations for disposal of unneeded items been set? Are notice boards kept clean and displayed neatly? Are filing and storage cabinets and office supplies marked with location indicators? Are such items marked with names to make identification easy? Are documents and office supplies arranged so they are easy to pick up and put back? Do items have specified storage places? Clear of any obstruction? Are floors kept clean? Are things cleaned regularly, e.g. keyboard, mouse, screen, desk Is there a person responsible for overseeing cleaning operations? Do waste bins always get emptied before they overflow? Do workers habitually sweep floors and wipe up dirt without being told? Is the room ventilated well enough to be clear of dust? Is the angle and intensity of the lighting adequate for the work being done? Are workers wearing dirty work clothes? Does lighting, colour, design & ventilation give a good atmosphere to the office? Are the first three 5s (Seri, Seiton, Seiso) being maintained? Check list, or other means? Do people verbally acknowledge each other when they happen to meet? Do people keep their appointments and take their breaks on time, e.g. meetings? Do people get to the point and make themselves understood? Does each worker take rules and regulations seriously?

Date:
Total

Aim

Score 2 3

Seiri [sort out] Seiton [set limits] Seiso [shine]

2 3 4 5 6

A 5 S Checklist - to be completed by the Auditor. The Auditor scores the individual using the check item/description as guidelines. A 5 S radar chart - completed by the individual being audited. This identifies the target (aim), and where the individual has scored relative to the aim.
5s Radar Chart For: Phill
Seri (Sort)
20 15

7 8 9 10 11 12 13 14 15 16

17 18 19 20 21

22 23 24 25

1. Unfold the capture bar. It will be secured to the top left of the whiteboard.

Time to complete form :

Shitsuke [stick to it]

2. Fasten it to the board with suckers, by clicking into place.

Form Improvement Suggestions

3. Secure the data cable to the capture bar, and connect the other ends of the cable to the com1 port and the keyboard port.

Seiketsu [set standards]

Shitsuke (Stick to it)

3

10 5

Seiton (Set Limits)

5S Improvement's (Offices)
5S No 1

Area: Date:

Score to Improve: Next Score Aim: Improvement

Aim

2 3 4 5 6

Seiketsu (Set Standards)

100

Seiso (Shine)

7 8 9 10 11

Score 80 Score (%) 60 40 20 0

Aim

Seiso [shine]

12 13 14 15 16

Month

Seiketsu [set standards]

Month Score

Oct-99 20

Nov-99 13

Dec-99 13

Jan-00

Feb-00 19

Mar-00

Apr-00

May-00

Jun-00

Jul-00

Aug-00

Sep-00

Oct-00

17 18 19 20 21

Responsible Person : Phill Francis Last Update: February 2000 Next update: April 2000

4. Log onto PC with Mimio software. 5. Mimio will either start automatically, or may be launched from the Start Menu (Start - mimio - mimio), or Desktop icon. 6. Check the board is set to the correct size by selecting Settings - Board on the menu. If the wrong size is shown select the radio button which has the correct size. 8. Make sure there is a battery in the pen and eraser. 9. When writing on the Mimio, use only 1 pen at a time. 10. The two pads on the eraser will both work to delete off the board. 11. If you listen carefully, you can hear when the pen or eraser works, as it makes a faint noise. It is only working when this happens.

Jan-00

Oct-99

Jul-00

Apr-00

Oct-00

Shitsuke [stick to it]

Seiton [set limits]

Seiri [sort out]

22 23 24 25

Time to complete this form :

Improvement Suggestions for this Form:

7. To start work take out the pens and eraser. A 5 S Improvements list - completed by the individual being audited. This identifies the improvements that the individual has to make in order to achieve the set aim.

Standard By:

Phill Francis

Standard By:

Dominic Mooney
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ISO 9001 Improvement Project

Problems identified

Measures Team Action Plan

Problem Analysed Results 194 pieces of paper 54 pieces of paper

ISO 9001 Improvement Board.

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ISO 9001 - Measures & Results

NUMBER of Procedures TIME to do brief (hrs) PAGES that do not add value NUMBER of internal non-conformances Number of external observation notices 20 8 120 189 (95 Project Brief) 20 NUMBER of Procedures TIME to do brief (hrs) PAGES that do not add value NUMBER of internal non-conformances Number of external observation notices 20 8 8 2 120 32 189 (95 Project Brief 0 20 0

0 This is a benchmark with each value = 100

100

0
This is a benchmark with each value = 100

100

ISO 9001FocusedImprovements Measures

ISO 9001 Focused Improvements Results

Problem: Project brief too long to complete. Measures: up to 8 hours to complete the project brief. A team analysed the measures using the CEDAC diagram and formulated an action plan. Result: a reduction in the time to complete the Project Brief, now called Project Contract.
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Oasis Area

The Oasis - time for informal group

discussions and a break from routine work.
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Desktop & Movement Board.

We employ Clean Desk Policy

Movement Board

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Desk Movement Chart

Roger Forster
Europe Factory

URL

UK Factory Quiet Office LDC Training

Post It's

Off Site Meeting

POST IT HERE
Please use post it notes provided,and I'll respond as soon as possible.

11 12 1 10 2 3 9 4 8 7 6 5

M F Th T W
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I Will Be Back!

Story Boards

Use boards to share current information

Current Work Processes Fun

Project Work

Inputs Team Event Board. Process

MP Workshop Board.

Results
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Project Work Board.

Project Work
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MP Workshop Board.

Inputs

Process

Results

MP Workshop Board

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Team Board.

Team Event Board.

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TPM Database.

TPM Database Board.

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Story Boards

Use boards to share current information

Strategy & Continuing Measurement Training Quality

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Strategy & Policy and Loss Deployment Boards

Strategy & Policy Board.

Loss Deployment Board.

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Work Plan and Skills Matrix Boards

Work Plan Board.

Skills Matrix Board.

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Quality Board

EC Quality Manual ISO 9001 EC Standards

EC Procedures EC Flowcharts

Quality Board.

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Display Cabinet of Customers Products.

Display Cabinet.
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Continued Improvement using 5s

Sort Set Limits Shine Set Standards Stick to it

Educate people about 5S Measure Team: Project Leader & EC Team Kaizen - 4M analysis Action Plan Plan into Action Record Results

Began 1998

Roger / Rogerio & EC Team

Man - Train in 5S M/C - Workspace Mgmt Materials -Controls Method - ISO Procedures

Audit Schedule

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5S Check list - Example

5S Checklist (Administration)
5S No 1 Area: Score: Check Item
Unneeded items in filing cabinets? Unneeded items on or in individual desks? Are items correctly titled? Have rules been established regarding work in progress? Is the layout of the area well organised? Are storage cabinets marked? Do documents and office supplies have their owners names on them? Are documents and office supplies easy to use? Are things kept where they are supposed to be? Are walkways clear and well defined? Waste or paper scraps on floor? Are items clean? Have specific cleaning tasks been assigned? Are waste bins allowed to overflow? Has cleanliness become a habit? Is the workplace ergonomic? Is there an updated improvement plan? Are site/PPE clothes OK and clean? Does this area give the impression of shining cleanliness at first sight? Have rules been established for maintaining the first three 5s? Do contents in draws/filing systems etc., represent titles? Are the tasks identified on the improvement plans being implemented? Are systems being revised and maintained? Is initial clean-up level maintained and in good condition? Are individuals submitting their quota of TPM suggestions?

Scored by: Previous Score: Description

Are there unneeded items such as books and charts cluttering up the filing cabinets? Are individual desktops and drawers cluttered up with unneeded papers, etc.? Have locations for documents, office supplies, etc. been identified? Are documents left without being filed? Is it easy to maintain the layout of the current area? Are filing and storage cabinets and office supplies marked with location indicators? Are such items marked with names to make identification easy? Are documents and office supplies arranged so they are easy to pick up and put back? Do items have specified storage places? Clear of any obstruction? Are floors kept clean? Are things cleaned regularly, e.g. keyboard, mouse, screen, desk Is there a person responsible for overseeing cleaning operations? Do waste bins always get emptied before they overflow? Do workers habitually pick up any dropped items such and wipe up dirt without being told? Does the layout of the area comply to recommendations? Has the improvement plan been updated since the last audit? Are workers wearing dirty work clothes? Does lighting, colour, design & ventilation give a good atmosphere? Are the first three 5s (Seri, Seiton, Seiso) being maintained? Are items/documents located placed in their correct positions? Is there evidence that the tasks are being completed? Are filing systems etc. revised, updated and maintained? Are items being kept clean? The average number of suggestions per month should be 2 , is that being done?

Date: 0 1 4
Tota l

Aim

Score 2 3

Seiri [sort out] Seiton [set limits] Seiso [shine] Seiketsu [set standards] Shitsuke [stick to it]

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Time to complete form:

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Radar Chart - Measure Consistency

5s Radar Chart For:
Seri (Sort)

XXXXXX

20 15

Shitsuke (Stick to it)

3

10 5

Seiton (Set Limits)

Aim

Seiketsu (Set Standards)

100

Seiso (Shine)

Score 80 60 40 20 0 Aim

May-00

May-01

Aug-99

Aug-00

Aug-01

Nov-99

Nov-00

Nov-01

Feb-00

Month
Month Score Aug-99 37 Oct-99 21 Nov-99 18 Feb-00 May-00 Aug-00 Nov-00 Feb-01 May-01 Aug-01 Nov-01 Feb-02

Responsible Person : xxxxx Last Update: Feb. 2000 Next update: March 2000

Feb-01

Feb-02

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Horizontal Replication

Share TPM electronically Community of Practice - new Web tools

Share TPM personally Open Days

Good ideas to take away

HPCE Engineering Centre TPM CD July 2000

Compact Discs
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Lessons from Experience

Administration & System Manuals

Efficient Production Systems

Reduced Waste & Losses

Waste & Losses

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Remember when applying TPM in the admin...

+
Planning
Source

MAKE MAKE Supply Chain

RESULTS

Delivery
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The Supply Chain Business Process Company Infrastructure

Inbound Logistics External Suppliers
Transport/ Distribution Receipting Warehouse Operations Initial Production Process

Manufacturing

Outbound Logistics

Service Sales & Marketing Customer Service Process

Customer Inventory Control System

Supplier Despatch

Inventory

Work in Progress

Transport Distribution

Customer Receipt

Customer Handling

Shelf Replenishing

Warehouse Operations

Customer Input / Complaints Innovation Process

HPCE Quality System

Consumer Input / Complaints Improve Current SC System

Supplies In

Internal Processing

Purchasing

Final Production Process

Inventory

Sales/Purchasing Process
Requirements Out
Order Processing Order Planning & Scheduling Order Processing Customer Order

Physical Movement Information Flow

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