2011 | Seite 1

Sustainable training of Office TPM using a Teaching Office

Presentation at the11th TPM National Conference

6-7 September 2011: Hotel Le Meridien, Chennai

Prof. Dr. Constantin MayChristoph Schaller

2011 | Seite 2

Some facts on the CETPM

Founded in 2005 as a Institute of Ansbach University

Today the Leading Institution for TPM and Lean Management in German speaking Countries

Covers an Online-Community with more than 2500 Members

Offers Training and Study Courses in the field of TPM and Lean Management with an innovative didactical approachcalled Effective Learning

2011 | Seite 3

2011 | Seite 4

Die Lehrfabrik Das Lehrbro The Learning FactoryThe Learning Office

Tell me and I will forget,Show me and I will remember, Let me do and I will understandLao Tse

2011 | Seite 5

What is the learning factory?

The learning factory is an innovative centre for training and continuing education.

We use actual machinery in the learning factory, which enables the participants to identify with the work environment

The participants can apply their new knowledge immediately to practice

Currently we focus on training Lean Production in the Learning Factory but will start soon to use it for TPM training as well

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Authentic Factory Setting

TeachingTeaching FacilityFacility in a in a formerformer garmentgarment factoryfactory

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Shopfloor overview beforebefore

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Shopfloor overview afterafter weekweek 11

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Shopfloor overview afterafter weekweek 22

See the transformation at http://www.cetpm.de/video.21.html

2011 | Seite 11

What is the Learning Office?

Just as the learning factory concentrates on manufacturing, the learning office shows how to improve administrative processes

The Learning Office realizes an order management process with all relevant steps, from taking a customer order to processing the order and issuing the invoice.

All theoretical learning content can be applied immediately to fight the 16 losses in administration.

2011 | Seite 12

The CETPM Approach: 6 Level for Office TPM

Level 1Create proper

starting position

by

Level 2Optimization of

Level 3Savings by

Level 4Improve reached

Level by further

Level 5Full responsibility by

Level 6Controlled

Processes by

Self-

organization

Awareness of 16 Losses 5S Campaign Targets and Roadmap

Cooperation

Standards for Processes Standards (Folder System) I&C-Standards Kanban for Office Material Service-Standards

Process-

improvement

Optimized

Teamwork

Visual Management Team Boards Structured Targets

Flexible Work

in Teams

Analysis of Tasks Concept for Mobility Room- and l&C-Concept

Best in class 0-Losses Benchmarking

Awareness of Losses and

Starting of Loss-Elimination

0-Defects

0-Throughput Time

0-Paper

100% Visual Management

and structured targets

100% Flexibility

0-Space

Zero Losses

Makigami Structured

Problemsolving

2011 | Seite 14

Training schedule in the Learning Office

week 1

week 2

week 4

week 1

week 3

3 days training

Implementation at

participants company

3 days training

Implementation at

participants company

3 days training

Fundamentals of Office TPM5S Method, Improvement within teamsTeambuilding

Project: 5S-implementationProject: Implementation of a Standard

Process Improvement with Makigami

Project: Process Improvement with Makigami

Change Management / Leadership of ChangeKPIs for Office TPMPresentation of the participants projects

2011 | Seite 16

Makigami means Roll of Paper

2011 | Seite 17

How to create a Makigami

Department 4

Department 1

Department 2

Department 3

Which process ?Which process ?

1 2 3 4

Step 1

Step 2

Step 3

Step 4

forms

data

medium

forms

data

medium

forms

data

medium

1

1

1

07:00 am Day 2 07:00 am 07:10 am 07:30 am

30 min 10 min 20 min 10 min

5 min 2 min0 min 0 min

25 min 10 min 20 min 8 min

3

1480 min

70 min

7 min

63 min

0,54 %

= non-value adding

= value adding% value creation = total of value adding time / total time * 100

Process:

Individual or department /

action

Data m

edium

total time:

total action:

total value

adding:

Date

Action time

Value adding

Losses

Data and

information medium

2011 | Seite 18

Makigami Step by Step

Description of the process

Determine the individuals or departments, that have to

deal with the process

Work out every single stage in the process with the

group. Determine the data medium and attach it.

Connect all stages of the process with red or green

arrows.

Red = Defects may arise or information is missing.

Green = There are no defects and all information is

available.

Analyze each stage of the process if it is value adding

or not. Examination with the following criteria:

1. Is the process improved?

2. Is the customer pleased with it?

3. Are there any statutory regulations?

Add the timeline

Please note: also include the weekend, time after the

end of work etc.

Elaborate the action times (the time in which an action

really takes place).

Elaborate the value adding time. Find your way through all

the items again by asking how much value adding time is

really included.

Calculate the lost time: action time value adding time

Count the transfers. A transfer comes up when information

is being passed on to a person/department.

Determine the number of all data mediums.

Determine the total time.

If the problem can be determined through analyzing the process, please make a note on a red post-it and fix it underneath the

corresponding stage.

Suggestion for coloring the notes (post-its):

yellow = stage of the process

red = problems

green = suggestion for improvement (as an idea repository)

Suggestion for team formation (max 5-6 people):

2-3 employees who know the process

2-3 employees who dont know the process (are important,

because these employees ask the so-called silly questions).

A responsible instructor to lead the analysis.

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Order Management Process

salescustomer

productionshippingbilling

order processing

scheduling

places orders takes orders and sends confirmation

creates internalconfirmation and production order

providescomponents

2011 | Seite 20

salescustomer

productionshippingbilling

order processing

scheduling

creats bill creates shipping

documents and packsclipboard

assemblesclipboard

Order Management Process

2011 | Seite 21

I order my clipboard at the training company

Clipboard Ltd.

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I am the voice to thecustomer and take his

orders

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I check the technicalfeasibility

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I create theproduction order

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I schedule all components for

production

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I assemble theclipboard

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I pack the clipboardand create the

shipping documents

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I create the invoice

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Impressions

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Impressions

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Impressions

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Example Result from the Learning Office before

Logistic

Shipping

Scheduling

Employee 2

Sales

Customer

Billing

Employee 1

Production

Training room

Office 2

Office 1

Production

Post Office

Information

Material

Flow of Material and Information

2011 | Seite 35

Example Result from the Learning Office after

Logistic

Shipping

Scheduling Employee 1+2 Sales

Customer

Billing

Production

Training room

Office 2Post Office

Production

Information

Material

Flow of Material and Information

2011 | Seite 36

Thank you for your attention!

Please do not hesitate to contact us for further information.