Page 225 - TPM A Route to World-Class Performance

202 TPM-A Route to World-Class Performance

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.

Acfivity 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 I
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 J and difficult to do things wrong x.