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In the overall vision of the TPM, the extension to the related services is intended to implement the same tools and methods used in production for all such “office” services.

Introduction

Ultimately, all of the company’s services are part of the same value chain whose objective is to deliver a product or service by optimizing quality, costs and deadlines. Thus, the performance of the related services directly impacts the overall performance. The whole issue is to improve the performance

The different types of loss

We find in the services of ” office “, the same types of loss as in production, defined by the 7 types of Muda. In detail, we can identify the following losses:

  • Process loss: No clarity of a signature circuit, redundancy of a control…
  • Loss of money for purchases, accounting, marketing, sales in particular by their direct impact on stock levels
  • The accuracy or non-viability of the information: stock level, customer data…
  • Office equipment failures: printer, overhead projector…
  • Failure of communication tools: telephone, fax, Internet…
  • Organization of workspaces: distance between offices…
  • Time lost to retrieve data
  • Customer claims due to logistical problems
  • Additional costs for urgent purchases/sendings

The steps of the TPM in the offices

  1. Focused Improvement basis (Pillar 1): We will use the skills of the teams to highlight the various anomalies (redundancy of the processes, clarity of the data…) and drive away the losses.
  2. Independent Maintenance (Pillar 2): In the case of offices, autonomous maintenance can easily be implemented for all office equipment (computer, printer…) to limit losses (which has never waited long minutes for the time that one changes the Printer cartridge).
  3. Improving skills (Pillar 4): The TPM is often an unknown word for office staff. A training should be implemented to support and perpetuate the first 2 stages of this pillar.
  4. Safety, working conditions and environment (Pillar 8): Safety and conditions are at work are equally valid in production workshops as in offices.

Source

D. Kumar (2010) – Enterprise growth strategy

T. Agustani (2014) – Communication for continuous improvement projects

T. Suzuki (1994) – TPM in Process Industries

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