Version 2.0TSM Introduction 1

Total Service Management

Version 2.0TSM Introduction 2

KAIZEN® Definition

Change

for the better

K A I Z E N = Continous Improvement

Z E N

K A I

Version 2.0TSM Introduction 3

Das KAIZEN® - Principles

Go to Gemba

Check Gembutsu

Search for MUDA

Make KAIZEN®

Office, workplace, server room

Equipment, Material, Failures etc.

Waste and Losses

Continous Improvement

Version 2.0TSM Introduction 4

Why Total Service Management?

Why do customers complain?

%CUSTOMERCOMPLAINT

Service Quality Product Quality

- Wrong date- Wrong place- Wrong part- Miscommunication - Billing errors- Poor service in general

70%70%

30%30%

- Dimensional errors - Functional errors - Surface defects?

Source: DGQ, ASQC

Version 2.0TSM Introduction 5

Orientation

Zero defects Zero defects

Zero waste Zero waste

Total involvement Total involvement

Internal and external satisfaction

Internal and external satisfaction

Just Do It!Just Do It!

Quality

Process

People

Customer

Implementation Approach

Quality

Process

People

Customer

Implementation Approach

Version 2.0TSM Introduction 6

Targets

QQuality

Reduce / Eliminatemistakes /

errors

- Standards- SoPs, Chk Lists- Customer satisfaction – Up !- Process control

through

SSpeed

Shorten theturn-around times

- No Hand Offs- De-bottlenec- Service Level Agreements

through

PProfitability

Decrease costs- Eliminate Mudas = Productivity Up- Better use of space- Lower office material costs

through

FFlexibility

Eliminate Hand Offs

- Trained Competent Satff- Mobility

through

IInnovation

Provide motivation

- Personal responsibility- Creative ideas & Tangible Measures

through

EEnvironment

Socialresponsibility

- Environmental awareness- Ergonomics & health- Safe & Secure Working

through

Version 2.0TSM Introduction 7

Total Service Management – Model development

Entrepreneur

Waiting for

Direction

My Job Only Total System

Step

Step

Step

Step

Step

Step

Level 1

Level 2

Level 3

Level 4

Level 5-Takes responsibility-Prevents problems-Makes improvements

-Indifferent -Reactive-Careless

- Coworker issues - individually focused- locally optomized- Simple viewpoint

- Team worker - Network - Global - Complex

Attitude/behavior

Aspect

Level 6

Initiative

Focus

- Department focused- Optimize workflow- Cooperative coverage

Team

Version 2.0TSM Introduction 8

Total Service Management – Model development

Gradual employment of the KAIZEN® Tools

Step

Step

Step

Step

Step

Step

KAIZEN®-Tools

Problemsolvingstory

SMED

KANBAN

Process Mapping

Standardization

Value StreamMapping

KANBANStandardization

Policy Deployment

Visual Management

Awareness of MUDA

MUDA

5S

5S

Process-Mapping

Problem solving

ValueStream Mapping

Policy DeploymentSMED

Version 2.0TSM Introduction 9

Model

6 Levels to Total Service Management

L6

L5

L4

L3

L2

L1

Flexible workingin teams

”Best in class”

Optimizationas a team

Processimprovement

Co-operation

Selforganization

Create a goodfoundationthrough

Lock in gains by

Empower peoplefor

Control processto become

Save through

Improve through

Awareness of waste5S Campaign

Standardization

Processmapping,Problem-Solving-Story,

Value Stream Mapping

Visual Management,Policy Deployment

Analyze tasks,Apply mobility concept, Create flexible layouts

Benchmarking,Exchange of experience

Workplace organization,Cleanliness & Safety,Awareness of MUDA

Zero errors,Reduced searchtime,best, easiest, safest method

Leadership with measures,OrganizationalAlignment & „buy-in“

Collaboration,Mobility,Space optimization

Best in class in:Quality,Productivity,Speed

Reduced Process costs,Faster turnaround time,Optimize value flow,Less paper

Version 2.0TSM Introduction 10

Results through Total Service Management

Office material availability to 99%

to 80%

over 50%

over 60%

to 30%

Reduction of the turn-around time

Space gain

Increase in productivity

Reduction of searching time