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5 Level Milestone TPM 3 Excellence Award is a Journey through Learning Summary by @dz

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TPM Excellence Award Milestonr

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Page 1: Journey through learning

5 Level Milestone

TPM3 Excellence Award

is a Journey through

Learning

Summary by @dz

Page 2: Journey through learning

Business Trends to achieve

Competitive Advantage

Focus 1950’s 1960’s 1970’s 1980’s 1990’s 2000’s 2010’s

Cost

Quality

Response

Innovation

Learning

Customer Value = x Innovation Quality x Service

Cost x Delivery Time

Page 3: Journey through learning

What do we need to do to achieve

Competitive Advantage

Engage employees to embrace Innovation while creating

The Learning Organization !

Achieve Production Plan (APP) : Formal Continuous Improvement (FCI)

99% : 1%

85% : 15%

If your APP : FCI ratio is 99 : 1 , how do your employees react to the need to introduce

Innovation compared to a workforce that has a ratio of 85 : 15

World class target

Cross-Functional Team

(Problem Solving)

Area Based Team

(Prevention at Source)

Discretionary Time

5% 5% 5%

(equipment run) (equipment stop) (equipment runs well)

- Need having a formal structure of improvement

- Need to invest for people time

Page 4: Journey through learning

Creating the Learning Organisation to

Support Innovation

How do adults learn & become competent?

• Education - understanding why and how

• Demonstration – being able to copy

• Practice - experience through doing

• Reflection – locking in the learning

Teaching Vs Learning

Only when we do it, do we learn it.

Page 5: Journey through learning

What Motivates People to Want to Learn?

"No one ever quit because of too much recognition!"

Page 6: Journey through learning

TPM3 – Australasian Lean

It’s Like Learning to Play a Musical Instrument

Creating the Learning Organisation to

Support Innovation

Short lesson

every week

Page 7: Journey through learning

Cross - functional Teams Area Based Teams

2. Focused Equipment &

Process Improvement

4. Operator Equipment

Management

3. Work Area Management

7. SDI

5. MEM

9. People & Leadership Development

8. VSM

1. Safety & Environment Management

10. Process Quality Management

Visual Workplace Prevention at Source Problem Solving

6. New Equipment / Area / Product Management

P

PS

CF

Philosophy, Operation Vision & Goal Alignment

Maintenance

Improvement Team

Support

Improvement Team

Focused Process

Improvement Team

Education &

Training Team

People Support

Systems Team

Maintainer Process Management

Work Area Mgmt

Work Area Mgmt

Support Process Management

Work Area Mgmt

Customer Process Management

P = Production Activities; PS = Production Support Activities

CF = Customer Focus Activities

Activities within the TPM3 Framework

Page 8: Journey through learning

Leadership Excellence •Philosophy, Operation Vision, Goal Aligned Performance Measurement

•Walking the Talk

Holistic Measurement

• Process

• Equipment

• Workplace

Workplace Ownership

• Work Area

• Equipment

• Decisions

Formal Continuous Improvement involving Everyone

• Cross Functional Team

• Area Based Team

Operation Vision : 3+1 Key Foundation from

TPM3

Synergistic

TEAMS

(4-8)

Page 9: Journey through learning

Operation Vision: Organisation Structure based

on Area Based Teams of 4-8

Assist Manager

4-8

Manager

Group Leader

4-8

Team Members

with

Team Leader

4-8

Adapted from: The Toyota Way by Jeffrey K Liker

Fig 16-2. Typical Toyota Organisation – assembly operation at Georgetown USA

16-64

64-512

256-4,096

Learning organization structure needed for TPM Excellent WCM

Page 10: Journey through learning

For Change to Occur !

D x V x P > C

D =

lev

el o

f D

ISS

AT

ISF

AC

TIO

N w

ith

cu

rren

t

situ

atio

n

V =

VIS

ION

of

the

des

ired

fu

ture

sta

te

P =

PL

AN

of

‘ h

ow

to

’ a

chie

ve

des

ired

fu

ture

sta

te

C =

CO

ST

of

chan

ge

in f

inan

cial

an

d /

or

em

oti

on

al t

erm

s

Page 11: Journey through learning

NOTES :

1. Vision : This gives everyone a common goal of where TPM3 is leading them.

Without a vision you will have confusion as people will see TPM3 without

purpose.

2. WII-FM : “What’s in it for me” is the question everyone will be asking. Unless

people see personal benefits from TPM3 in some way they will not be

committed to the journey and progress will need to be continuously pushed with

little chance of long term sustainability.

3. Action Plans : If there is no action plans then the TPM3 journey is

uncontrollable with false starts, changes of direction, lack of co-ordination and

no accountability. The action plans should show what is to be done, how it is to

be done, when by, and who is responsible.

4. Skills : People require the skills to make TPM3 happen. If people are expected

to do things without the necessary skills there will be anxiety.

5. Support Resources : This is one area that is often grossly underestimated, with

the consequence that there is no progress or incomplete progress leading to

frustrations and disillusionment.

Page 12: Journey through learning

“ Most people don’t resist change ; they resist being changed ”

Page 13: Journey through learning

The Journey • People’s attitudes as you commence the journey

will always be the hardest challenge to manage.

– Corporate Management

• Changing priorities

• Lack of “knowledge” understanding

• Short term accounting based : profit focus

– Site management

• Not common at mining, wont work in our industry

• No time for improvement as to busy fighting fires

– Site Workforce

• Skepticism

• Unwillingness to move from current comfort zone

Page 14: Journey through learning

Sustaining the Journey • Understand that the progress will vary

– Accept the Normal distribution

– Accept that success will come in unpredictable ways

– Its like a game of snakes and ladders

• Develop the skills in house

– Do the training

– Build the leaders and teams capabilities

– Give them experience and rely on them to solve the problems

– Have the patience not to jump in and disempower people as they

learn

• Reinvest some of the OEE increase and $ savings

– More training

– More time on problem solving

Page 15: Journey through learning

Time (years)

Per

form

an

ce

50%

75%

100%

25%

0%

1 0 2 3 4 5

Operations Capability Challenge

~15% per year for 5 years

How much improvement do we need each year?

Why need many years for Operations Excellence ?

Page 16: Journey through learning

Time (years)

Perf

orm

an

ce

50%

75%

100%

25%

0%

1 0 2 3 4 5

~25% per year for 3 years

Operations Capability Challenge

How much improvement do we need each year?

Why need many years for Operations Excellence ?

Page 17: Journey through learning

1. Improve Technology & Automation

eg replace old equipment with enhanced technology

2. Project Focused Improvement

eg address specific losses with focused Cross-functional

Improvement Teams

3. Improve Practices & Behaviours

eg engage all employees through Area Based Team formal

continuous improvement

Operations Capability Options

Page 18: Journey through learning

Operations Capability Solutions P

erfo

rm

an

ce

50%

75%

100%

25%

Technology & Automation

Project Focused Improvement

Practices & Behaviors (Engagement of Workforce)

0%

1 0 2 3 4 6 5 Years

Page 19: Journey through learning

• internationally recognised

• multi-level award and assessment process

• to challenge and assist industry to strive for World

Class Performance / Operations Excellence

• a benchmarking tool to allow sites to monitor their

progress on their journey to World Class

Performance / Operations Excellence

Key Objectives

5 Level Milestone TPM3 Excellence Award

Page 20: Journey through learning

Years

Level 3

Level 4

Level 5

Level 2

2 3 4 5

5 Level Milestone TPM3 Excellence Award

Level 1

1 0

Kick-off

1

2

3

4

5

Typical 4-5 year Journey

Page 21: Journey through learning

TPM3 Leadership } Purpose (Goals / Direction)

Information (Scoreboard / Feedback)

Relationships (Structure)

TPM3 Capability } Team Effectiveness

Knowledge Base

Key Roles

TPM3 Pillar Activity }

5 Level Milestone TPM3 Excellence Award & TPM3 Milestone Assessment Process Model

TPM3 Impact } Business Outcomes (Tangible / Intangible)

Cross-functional Teams Area Based Teams

2. Focused Equipment &

Process Improvement

4. Operator Equipment

Management

3. Work Area Management

7. SDI

5. MEM

9. People & Leadership Development

8. VSM

1. Safety & Environment Management

10. Process Quality Management

Visual Workplace Prevention at Source Problem Solving

6. New Equipment / Area / Product Management

P

PS

CF

Philosophy, Operation Vision & Goal Alignment

Maintenance

Improvement Team

Support

Improvement Team

Focused Process

Improvement Team

Education &

Training Team

People Support

Systems Team

Maintainer Process Management

Work AreaMgmt

Work AreaMgmt

Support Process Management

Work AreaMgmt

Customer Process Management

P = Production Activities; PS = Production Support Activities

CF = Customer Focus Activities

Activities within the TPM3 Framework

Cross-functional Teams Area Based Teams

2. Focused Equipment &

Process Improvement

4. Operator Equipment

Management

4. Operator Equipment

Management

3. Work Area Management

3. Work Area Management

7. SDI

5. MEM

9. People & Leadership Development

8. VSM

1. Safety & Environment Management

10. Process Quality Management

1. Safety & Environment Management

10. Process Quality Management

Visual Workplace Prevention at Source Problem Solving

6. New Equipment / Area / Product Management

P

PS

CF

Philosophy, Operation Vision & Goal Alignment

Maintenance

Improvement Team

Maintenance

Improvement Team

Support

Improvement Team

Support

Improvement Team

Focused Process

Improvement Team

Focused Process

Improvement Team

Education &

Training Team

Education &

Training Team

People Support

Systems Team

People Support

Systems Team

Maintainer Process Management

Work AreaMgmt

Work AreaMgmt

Support Process Management

Work AreaMgmt

Customer Process Management

P = Production Activities; PS = Production Support Activities

CF = Customer Focus Activities

Activities within the TPM3 Framework

Page 22: Journey through learning

Milestones of the 5 Level Milestone TPM3 Excellence Award

Series of Self Audit Sheets which are externally validated

Each Milestone Level is based on 3 Criteria:

• Coverage of Site

• Minimum Score for each audit sheet

• TPM3 Pillars being evaluated

Page 23: Journey through learning

Milestones of the 5 Level Milestone TPM3 Excellence Award

5 90%

Score Coverage Level

4 85%

3 80%

2 70% 25% Production & Maint Areas

1 60% 2 Production (Pilot) Areas

50% Production & Maint Areas

75% of Site

100% of Site

Pillars

10

8

6

5

4

Page 24: Journey through learning

5 Level Milestone TPM3 Excellence Award & TPM3 Milestone Assessment Process (MAP)

Level and Coverage Score Achievement & Pillars Assessed

Milestone Level 5

100% Coverage of all

Defined Production Areas, Defined

Maintenance Areas & Defined Support

Areas

90%

Have successfully cascaded TPM3 across the entire site / business unit, incorporating

all TPM3 Pillars and achieved a score of 90% in all required assessment sheets for

Level 5

Level 4 plus OEM-5/7 plus Process Quality Management Pillar

Milestone Level 4

75% Coverage of all

Defined Production Areas, Defined

Maintenance Areas & Defined Support

Areas

85%

Have successfully cascaded TPM3 across at least 75% of the site / business unit

incorporating most TPM3 Pillars and achieved a score of 85% in all required

assessment sheets for Level 4

Level 3 plus OEM-4/5 plus Value Stream Management & Support Department

Improvement Pillars

Milestone Level 3

50% Coverage of all

Defined Production Areas, Defined

Maintenance Areas & Defined Support

Areas

80%

Have successfully cascaded TPM3 across at least 50% of the site / business unit,

incorporating most TPM3 pillars and achieved a score of 80% in all required

assessment sheets for Level 3

Level 2 plus OEM-3/4 plus People & Leadership Development Pillar (Education &

Training and People Support Systems)

Milestone Level 2

25% Coverage of all

Defined Production Areas and Defined

Maintenance Areas

70%

Have successfully commenced cascading TPM3 across at least 25% of the site /

business unit. This would include activities in core, and the maintenance support

pillar and evidence of a strong leadership support capability and achieved a score of

70% in all required assessment sheets for Level 2

Level 1 plus OEM-2 and Maintenance Excellence Management Pillar

Milestone Level 1

2 Defined Production Areas (Pilot Areas)

60%

Have successfully commenced & progressed in 2 Defined Production Areas (pilot

areas) up to the completion of OEM-1 and achieved a score of 60% in all required

assessment sheets for Level 1

Core Pillars of Focused Equipment & Process Improvement, Work Area

Management and Operator Equipment Management Step 1 (OEM-1) plus Safety &

Environment Management Pillar

Page 25: Journey through learning

Something to think about !

There are Five Kinds of People

Those who make things happen ;

Those who watch things happen ;

Those who wonder what happened ;

And

Those who have FUN making things happen

Enjoy the journey !

Page 26: Journey through learning

“If you want one year of prosperity, grow seeds

If you want ten years of prosperity, grow trees.

If you want one hundred years of prosperity, grow

people.”

Chinese proverb

Page 27: Journey through learning

A Learning Organisation !