Page 228 - TPM A Route to World-Class Performance

TPM in administration 205

BROWTV PAPER PROCESS MAPPING

2 To visually map out the A to Z of any pmesdsystedroutiine
2 Carry out criticality assessment and condition appraisal
2 To act as a focus route map for discussiodagreement to elminate
waste by:
A B CZ
- Avoid duplications (overlap/excess copies) Duplicate X
- Identlfying dependencies (core and indirect) Dependencies J
- Defining inputs/outputs (Links to other systems procedures, measures of
performance) 0
- Identifyinglgaps omissions ? >,/ !

Figure 10.12 Condition cycle tool

team have a gd understanding of what each element of the system contributes
before considering changes (restore before improve).
It is important to agree what is satisfactory as well as what needs attention.
From this a restoration/action plan can be developed. Again, these use similar
formats to the manufacturing forms.
Where system restoration is necessary, it is important for the team to idenbfy
how to prevent the deterioration in the future and how to spot potential
problems early. These activities can be loosely grouped under the asset care
headings as ‘system care’ and incorporated as part of best practice.
At this stage, it may be necessary to involve suppliers as key contacts,
particularly where equipment is involved or the supply includes on-site
activities.
This can be followed up with the development of single-point lessons as
part of the definition of core competences and training needs. Once tasks are
formalized, the team should consider how to refine the process and allocate
the tasks to reduce waste. Consider how to eliminate, combine and simphfy
activities across all stages of the process, including those areas external to the
department. Again, the ‘brown paper process mapping’ tool can help here.
Sessions 5 and 6
Examples of improvements as part of the problem prevention cycle are shown
in Figure 10.13 and dustrate that these are the things we do to hold the gains
in the physical and dtural sense (where the ’D’ is for the (self) disaphe of
CAN DO and includes team-based problem solving and prevention techniques
like (“5 whys”).
It is often possible to assess more than one part of the system. The pilot
should attempt to address at least 20 per cent of the most critical.
Once the office system are restored and standardized, attention can be
turned to process re-mgineering.