WHY Office TPM?

• To improve productivity and efficiency in the administrative

functions, identify and eliminate losses, and reduce cost.
• This includes analyzing processes and procedures .

• Some of the areas for improvements that needs to be considered

by the supporting departments are -
- Understanding the needs of the manufacturing shops,
integrating the activities and synchronizing with them.
- Creating quality time through reducing time for searching by
implementing 1S-2S.
- Orient towards inventory reduction, cost reduction activity and
better management system / procedures at the office area.
- Break the inter-department barriers.
 Approach to TPM activities in Office TPM

1. Accomplish tangible results

2. Tackle with the concept of building a clerical plant

3. Apply equipment approach to Office TPM

4. Draw up what the sector must be and start aiming at

accomplishing it

5. Implement on a 3-pillar basis

Approach to TPM activities in Office TPM

1. Accomplish tangible results

The sector cannot say it has implemented TPM

unless tangible results are accomplished.

 Approach to TPM activities in Office TPM

2. Tackle with the concept of building a clerical plant

- Information produced must be high in quality, correct

and accurate, and useful to the people who use it.

- The timing is also important.

- To assure these qualities, its production process must

be visible and easy to diagnose.
Approach to TPM activities in Office TPM

3. Apply equipment approach to Office TPM

- Substitute paperwork for equipment

- Jishu-Hozen

- Step-by-step implementation

- Kobetsu-Kaizen
 Approach to TPM activities in Office TPM
4. Draw up what the sector must be and
start aiming at accomplishing it

Set the “Vision and Mission” of the sector

Vision - “What the sector must be”

Mission - “What should be done and to what extent”

to approach and accomplish the Vision

It is important to start by defining

“what the sector must be”.
 Approach to TPM activities in Office TPM

5. Implement on a 3-pillar basis

1. “Kobetsu-Kaizen” of work

- Select work which likely to yield large KAIZEN effects

from work performed in conjunction with other depts

- Implement “Kobetsu-Kaizen” for loss elimination by

forming a project team comprising staff and managers of
the concerned depts
 Approach to TPM activities in Office TPM
5. Implement on a 3-pillar basis
2. “Jishu-Hozen” activities of office work
- “Jishu-Hozen” of clerical work is indispensable to
process work smoothly and efficiently

- This task must be tackled in 2 aspects

i. Office function - Improving office work quality,
enhancing effectiveness and
building an economical office culture

ii. Office environment - creating an environment to enhance and maintain

office efficiency, eliminating stresses caused by
eqpt & environment, removing psychological &
physiological stresses
 Approach to TPM activities in Office TPM

5. Implement on a 3-pillar basis

3. Education and Training

Companies will not be able to exist or grow if the approach is
to learn work by copying and supplementing it by experience.

- Establish a training system by job and position

- Set standards for acquiring necessary knowledge and skill

- create training curricula and provide training

The value of human resources must be expanded.

 Step 1 : Initial clean-up

Red tag operation * Clean stains in offices.

(Eliminate unnecessary * Identification and Kaizen

and non-urgent articles)
of “fuguai”, defects and
difficult points. Clean

* Removal of unnecessary workplaces

Greening operation articles.
without waste
(Greening) * Clear showing of storage
places

Prepare TPM sheet

 Step 1 : Initial clean-up
1. Removal of unnecessary articles

2. TPM sheet operation

3. Assign “reserved seats” to stationery

 Step 1 : Initial clean-up

4. Filing activity procedures

Identify all documents in lockers and desks.

Check if it is necessary to store. Discard unnecessary documents.

Classify documents in accordance with nature of work.

Prepare filing standard for major, medium and minor classification.

Register numbers in accordance with the standard.

Implement visual control.

30-second pick out test.

Step 1 : Initial clean-up 4. Filing activity procedures
 Step 2 : Fault-finding work

• Survey office work procedures and actual conditions of work.

• Expose problems by comparing actual conditions with what the

function must be.

• Identify problems for improving office work flow.

• Identify problems and remove wasteful documents and reports.

• Find duplicated office work.

 Step 2 : Fault-finding work

• Grasping of the following matters is a minimum requirement when

surveying actual conditions of work -
- Work
- Objective
- Documents
- Frequency
- Processing time
- Easiness
- KAIZEN perception
• Each member cooperates and prepares a work flowchart of his or her
work to make the flow procedures visible.
• Documents are examined and problems such as work which is
requiring excessively large man-hours and places those are causing a
complex flow are identified to accomplish KAIZEN.
 Step 2 : Fault-finding work
Goal guideline -
Reduce regular office work volume to half.
Aims -
Reduce overtime work.
Expand weight of improvement work

4 principles of Kaizen -
E - Eliminate
C - Consolidate
R - Replace
S - Simplify
 Step 3 : Problem Kaizen measures

• Improve problems identified in Step 2.

• Make KAIZEN plans aimed at -

- reducing / eliminating office work flow stagnation,

- reducing / eliminating duplication of office work ,
- reducing / eliminating more than necessary office man-hours,
- leveling work load.

• Set goals for KAIZEN effects and plan KAIZEN implementation.

 Step 4 : Standardization

• Standardize clerical work improved in Step 2 as a procedure.

• Prepare manuals.

• Make checks to know whether clerical work is performed in accordance

with standards specified in the manuals and whether or not problems
occur in work execution.

• Correct manuals and standards if needed.

• Provide training to allow work to be performed by substitute persons.

 Step 5 : Promote autonomous management
activities of work
• Provide training to allow everyone to smoothly perform his or her work
based on the standards and criteria established in Step 4.
• Enhance individual work skills
- by defining elements needed for the work
(knowledge, technology and skills),
- by establishing a mechanism to measure learning of work skills and a
system for capability development of individuals through training, and
- by providing training based on them.
• Audit work periodically to check whether or not work is performed as
required.
• Continuous promotion and management are necessary to rationally
examine and guide the work efficiency.
 HOW to start Office TPM?

Steps followed are -

1. Providing awareness about Office TPM to all support depts
2. Helping them to identify PQCDSM in each function in
relation to plant performance
3. Identifying scope for improvement in each function
4. Collect relevant data
5. Help them to solve problems in their circles
6. Make up an activity board where progress is monitored -
Results and action alongwith kaizens
7. Form TPM circles to cover all employees in all functions
 HOW to identify losses in Office TPM?
In each functional area, identify the losses separately.
For example -
• Expenses on emergency despatches / purchases
• Customer complaints due to logistics
• Time spent on retrieval of information
• Office equipment breakdown
• Communication channel breakdown
• Telephone and fax lines
• Non-availability of correct online stock status
• Cost reduction on non-production / non-capital items
 PQCDSM in Office TPM
Define PQCDSM, looking at all losses which affect plant
performance.

P - Productivity
Production output lost due to want of material
Production output lost due to want of tools
Manpower productivity

Q - Quality
Office area rework
Mistakes in preparation of cheques, bills, invoices, and payroll

C - Cost
Cost of carrying inventory Inbound / outbound
Cost of communication Demurrage cost
Cost of logistics
 PQCDSM in Office TPM
D - Delivery
Logistics losses (Delay in loading / unloading)
Delay in delivery due to any of the support functions
Delay in information
Delay in payment to suppliers

S - Safety
Safety in material handling / stores / logistics
Safety of soft and hard data

M - Morale
No. of kaizens in office areas
 How to select Kobetsu-Kaizen topics
from Office TPM?
KK topics are selected aiming at
1. Inventory reduction
2. Lead time reduction of critical processes
3. Motion and space losses
4. Retrieval time reduction
5. Reducing or eliminating office workflow stagnation
6. Equalizing the workload
7. Analyzing for No material areas and improving them
8. Improving the office efficiency
a. By eliminating the time lost on retrieval of information
b. By achieving zero breakdown on office equipment like
telephone and fax lines
Should Office TPM circle members take
part in plant TPM activities?

YES,
they should participate in KK and JH
activities
 Visuals in Office TPM?
• Location of each manufacturing unit, depts through clear boards
• Visual identification of fans, tube lights and their switches
• Visuals for filing systems
• Organization of working tables
• Identification of standard instruments for easy to find
• Identification of all materials to enable retrieval within 1 minute
• Organization in stores -
labeling, maximum and minimum levels
• Visualizing results and improvement actions on display boards

Objective of visualization is to make any abnormality

immediately visible.
 Indices
Sno Indices Unit
1 Manhour reduction in indirect areas
2 No. of kaizens in non-production depts Number
3 One Point Lessons implemented Number
4 Inventory in no. of days Days
5 Loss of production due to no material (Final product) Number
6 Loss of production due to no material (In all cells) Hours
7 Components DOL Number
8 Fixed cost Rs.
a. Indirect labour
b. Building and repairs
c. Site maintenance and cleaning
d. Gardening
e. Other expenses
f. Stationery
g. Packaging material
 Office TPM committee
Targets
Cost reduction Manpower reduction
1. Fixed cost 1. Direct manpower
2. Variable cost 2. Indirect manpower
3. Consumable cost 3. Contract / casual labour
4. Packing cost
5. Stationery cost

Business Process Re-engineering

Activity - Non value reduction
e.g. CTR
RCIA clearance
Bill passing
Contractor’s bills
Spare parts despatch
Export packing and despatch
Vendor / factory parts spare packing
 Points to consider as Dept Missions

• What should be done to support TPM activities

of the production and other departments?

• What tasks should be selected and how should

they be solved to pursue the business
efficiency of one’s own department?
Points to consider as Dept Missions

Administrative and indirect sector

• Service to the production department
• Visible and flowing office work
• Office automation, paperless office work etc.
 Office TPM example (Purchasing)

Management Index Activity Result Index Activity Index

1. Increase in 1. Reduction of downtime 1. Total meeting time with

productivity
due to no material from vendor.
2. Decrease in cost vendor.

2. No. of kaizens for vendor.

3. Customer 2. Reduction of incoming
complaint material inventory.
reduction 3. Reduction in no. of vendors.

4. Zero accidents 3. Saved money.

4. No. of kaizens for job
revision.