Sustainable training of

Office TPM using a

Teaching Office
Presentation at the
11th TPM National Conference
6-7 September 2011: Hotel Le Meridien, Chennai
Prof. Dr. Constantin May
Christoph Schaller
2011 | Seite 1

Some facts on the CETPM

Founded in 2005 as a Institute of Ansbach University

Today the Leading Institution for TPM and Lean Management
in German speaking Countries
Covers an Online-Community with more than 2500 Members
Offers Training and Study Courses in the field of TPM and
Lean Management with an innovative didactical approach
called Effective Learning
2011 | Seite 2

 2011 | Seite 3

The
Factory
DieLearning
Lehrfabrik
The
Office
DasLearning
Lehrbro
Tell me and I will forget,
Show me and I will remember,
Let me do and I will understand

Lao Tse

2011 | Seite 4

What is the learning factory?

The learning factory is an innovative centre for training and continuing

education.
We use actual machinery in the learning factory, which enables the
participants to identify with the work environment
The participants can apply their new knowledge immediately to
practice
Currently we focus on training Lean Production in the Learning Factory
but will start soon to use it for TPM training as well

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Authentic Factory Setting

Teaching Facility in a former garment factory

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Shopfloor overview

before

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Shopfloor overview

after week 1

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Shopfloor overview after week 2

See the transformation at http://www.cetpm.de/video.21.html

2011 | Seite 9

What is the Learning Office?

Just as the learning factory concentrates on manufacturing, the
learning office shows how to improve administrative processes
The Learning Office realizes an order management process with all
relevant steps, from taking a customer order to processing the order
and issuing the invoice.
All theoretical learning content can be applied immediately to fight the
16 losses in administration.

2011 | Seite 11

The CETPM Approach: 6 Level for Office TPM

Level 6
Controlled
Processes by

Level 5
Full responsibility by

Level 4
Improve reached
Level by further

Level 3
Savings by

Cooperation

Level 1
Create proper
starting position
by

Flexible Work
in Teams

Selforganization

0-Losses

Benchmarking

Makigami

Structured
Problemsolving

Standards for Processes

Standards (Folder System)

I&C-Standards

Kanban for Office Material

Service-Standards

Awareness of 16 Losses

5S Campaign

Targets and Roadmap

Zero Losses

Analysis of Tasks

Concept for Mobility

Room- and l&C-Concept

Visual Management

Team Boards

Structured Targets

Optimized
Teamwork

Processimprovement

Level 2
Optimization of

Best in class

100% Flexibility
0-Space

100% Visual Management

and structured targets

0-Throughput Time
0-Paper

0-Defects

Awareness of Losses and

Starting of Loss-Elimination

2011 | Seite 12

Training schedule in the Learning Office

week 1

3 days training

Fundamentals of Office TPM

5S Method, Improvement within teams
Teambuilding

week 1

Implementation at
participants company

Project: 5S-implementation
Project: Implementation of a Standard

week 2

3 days training

Process Improvement with Makigami

week 3

Implementation at
participants company

Project: Process Improvement with Makigami

3 days training

Change Management / Leadership of Change

KPIs for Office TPM
Presentation of the participants projects

week 4

2011 | Seite 14

Makigami means Roll of Paper

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How to create a Makigami

= non-value adding
= value adding

% value creation = total of value adding time / total time * 100

Process:
Individual or department /
action

Department 1

Which process ?

Step 1

1
1

Step 2

Department 2

Step 4

Department 3

Action time
Value adding
Losses

forms

forms

forms

data
medium

data
medium

data
medium

07:00 am

Day 2 07:00 am

07:10 am

07:30 am

1480 min

30 min

10 min

20 min

10 min

70 min

5 min

0 min

0 min

2 min

7 min

25 min

10 min

20 min

8 min

63 min

Data medium

Date

Step 3

Department 4

Data and
information medium

total time:
total action:
total value
adding:

0,54 %

2011 | Seite 17

Makigami Step by Step

Description of the process
Determine the individuals or departments, that have to
deal with the process

Work out every single stage in the process with the

group. Determine the data medium and attach it.

Connect all stages of the process with red or green

arrows.
Red = Defects may arise or information is missing.

Add the timeline

Please note: also include the weekend, time after the
end of work etc.

Elaborate the action times (the time in which an action

really takes place).
Elaborate the value adding time. Find your way through all
the items again by asking how much value adding time is
really included.

Calculate the lost time: action time value adding time

Green = There are no defects and all information is

available.
Count the transfers. A transfer comes up when information
is being passed on to a person/department.

Analyze each stage of the process if it is value adding

or not. Examination with the following criteria:

Determine the number of all data mediums.

1. Is the process improved?

2. Is the customer pleased with it?

Determine the total time.

3. Are there any statutory regulations?

If the problem can be determined through analyzing the process, please make a note on a red post-it and fix it underneath the
corresponding stage.
Suggestion for team formation (max 5-6 people):
2-3 employees who know the process

Suggestion for coloring the notes (post-its):

2-3 employees who dont know the process (are important,

because these employees ask the so-called silly questions).

yellow = stage of the process

A responsible instructor to lead the analysis.

red = problems
green = suggestion for improvement (as an idea repository)
2011 | Seite 18

Order Management Process

sales

places orders

takes orders and

sends confirmation

order processing

creates internal
confirmation and
production order

scheduling

customer

provides
components

billing

shipping

production

2011 | Seite 19

Order Management Process

customer

billing

creates shipping
documents and packs
clipboard

shipping

order processing

assembles
clipboard

scheduling

creats bill

sales

production

2011 | Seite 20

I order my clipboard at
the training company
Clipboard Ltd.

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I am the voice to the

customer and take his
orders

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I check the technical

feasibility

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I create the
production order

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I schedule all
components for
production

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I assemble the
clipboard

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I pack the clipboard

and create the
shipping documents

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I create the invoice

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Impressions

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Impressions

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Impressions

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Example Result from the Learning Office before

Flow of Material and Information
Information
Material

Production

Production
Office 1

Employee 2

Training room
Billing

Logistic

Office 2

Post Office

Customer
Scheduling

Shipping

Employee 1

Sales
2011 | Seite 34

Example Result from the Learning Office after

Flow of Material and Information
Production

Shipping

Information
Material

Production

Billing

Scheduling

Employee 1+2

Sales

Training room

Logistic

Post Office

Office 2

Customer

2011 | Seite 35

Thank you for your attention!

Please do not hesitate to contact us for further information.

2011 | Seite 36