Page 221 - TPM A Route to World-Class Performance

198 TPM-A Route to World-Class Performance

Show me I believe
Practise I improve

4. OUR KEY ACTIVITIES
Team building. Training client, WCS,
Vision & leadership to give 9
self. Collective responsibility for growth . Flexibility & agility
clanty of purpose & sustainability
(Consistently applied) clear
olicies & procedures
kgher group level sales
Open & honest
communications
Opportunity for personal
development
Sufficient resources &
investments
Visible commitment
leading provider of TP14 services
improving ...... 1790 in our chosen markets. 'We can ALL make a difference'

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;
W 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 I Introduction (Everyone involved)
The roll-out cascade provides a systematic route to involve all administration