PILLAR 7 - Office TPM :

Office TPM should be started after activating four other pillars of TPM (JH, KK, QM, PM). Office TPM must be followed to improve productivity, efficiency in the administrative functions & identify & eliminate losses. This includes analyzing processes and procedures towards increased office automation. Office TPM addresses twelve major losses. They are
1. Processing loss
2. Cost loss including in areas such as procurement, accounts, marketing, sales leading to high inventories
3. Communication loss
4. Idle loss
5. Set-up loss
6. Accuracy loss
7. Office equipment breakdown
8. Communication channel breakdown, telephone and fax lines
9. Time spent on retrieval of information
10. Non availability of correct on line stock status
11. Customer complaints due to logistics
12. Expenses on emergency dispatches/purchases
How to start office TPM ?
A senior person from one of the support functions e.g. Head of Finance, MIS, Purchase etc should be heading the sub-committee. Members representing all support functions and people from Production & Quality should be included in sub committee. TPM co-ordinate plans and guides the sub committee.
1. Generate awareness about office TPM to all support departments
2. Help them to identify P, Q, C, D, S, M in each function in relation to plant performance
3. Identify the scope for improvement in each function and area
4. Collect relevant data related to subject
5. Help them to solve problems in their quality circles
6. Make up an activity board where progress is monitored on both sides i.e. results and actions along with Kaizens.
7. Decide to cover all employees and circles in all functions.
Kobetsu Kaizen topics for Office TPM :
• Inventory reduction
• Lead time reduction of critical processes
• Motion & space losses
• Retrieval time reduction.
• Equalizing the work load
• Improving the office efficiency by eliminating the time loss on retrieval of information, by achieving zero breakdown of office equipment like telephone and fax lines.
Office TPM and its Benefits :
1. Involvement of all people in support functions for focusing on better plant performance
2. Better utilized work area
3. Reduce repetitive work
4. Reduced inventory levels in all parts of the supply chain
5. Reduced administrative costs
6. Reduced inventory carrying cost
7. Reduction in number of files
8. Reduction of overhead costs (to include cost of non-production/non capital equipment)
9. Productivity of people in support functions
10. Reduction in breakdown of office equipment
11. Reduction of customer complaints due to logistics
12. Reduction in expenses due to emergency dispatches/purchases
13. Reduced manpower
14. Clean and pleasant work environment.
P Q C D S M in Office TPM :
P - Production output lost due to want of material, Manpower productivity, Production output lost due to want of tools.
Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer returns/warranty attributable to BOPs, Rejection/rework in BOP's/job work, Office area rework.
C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory, Cost of communication, Demurrage costs.
D - Logistics losses (Delay in loading/unloading)
• Delay in delivery due to any of the support functions
• Delay in payments to suppliers
• Delay in information
S - Safety in material handling/stores/logistics, Safety of soft and hard data.
M - Number of kaizens in office areas.
How office TPM supports plant TPM :
Office TPM supports the plant, initially in doing Jishu Hozen of the machines (after getting training of Jishu Hozen), as in Jishu Hozen at the
1. Initial stages machines are more and manpower is less, so the help of commercial departments can be taken, for this
2. Office TPM can eliminate the lodes on line for no material and logistics.
Extension of office TPM to suppliers and distributors :
This is essential, but only after we have done as much as possible internally inside the shop. With suppliers it will lead to on-time delivery of product, improved 'in-coming' material quality and cost reduction. In any case we will have to teach them based on our experience and practice and highlight gaps in the system which affect both sides. In case of some of the larger companies, they have started to support clusters of suppliers.

1. Processing loss
2. Cost loss including in areas such as procurement, accounts, marketing, sales leading to high inventories
3. Communication loss
4. Idle loss
5. Set-up loss
6. Accuracy loss
7. Office equipment breakdown
8. Communication channel breakdown, telephone and fax lines
9. Time spent on retrieval of information
10. Non availability of correct on line stock status
11. Customer complaints due to logistics
12. Expenses on emergency dispatches/purchases

How to start office TPM ?
A senior person from one of the support functions e.g. Head of Finance, MIS, Purchase etc should be heading the sub-committee. Members representing all support functions and people from Production & Quality should be included in sub committee. TPM co-ordinate plans and guides the sub committee.

1. Generate awareness about office TPM to all support departments
2. Help them to identify P, Q, C, D, S, M in each function in relation to plant performance
3. Identify the scope for improvement in each function and area
4. Collect relevant data related to subject
5. Help them to solve problems in their quality circles
6. Make up an activity board where progress is monitored on both sides i.e. results and actions along with Kaizens.
7. Decide to cover all employees and circles in all functions.

Kobetsu Kaizen topics for Office TPM :
• Inventory reduction
• Lead time reduction of critical processes
• Motion & space losses
• Retrieval time reduction.
• Equalizing the work load
• Improving the office efficiency by eliminating the time loss on retrieval of information, by achieving zero breakdown of office equipment like telephone and fax lines.

Office TPM and its Benefits :
1. Involvement of all people in support functions for focusing on better plant performance
2. Better utilized work area
3. Reduce repetitive work
4. Reduced inventory levels in all parts of the supply chain
5. Reduced administrative costs
6. Reduced inventory carrying cost
7. Reduction in number of files
8. Reduction of overhead costs (to include cost of non-production/non capital equipment)
9. Productivity of people in support functions
10. Reduction in breakdown of office equipment
11. Reduction of customer complaints due to logistics
12. Reduction in expenses due to emergency dispatches/purchases
13. Reduced manpower
14. Clean and pleasant work environment.

P Q C D S M in Office TPM :

P - Production output lost due to want of material, Manpower productivity, Production output lost due to want of tools.
Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer returns/warranty attributable to BOPs, Rejection/rework in BOP's/job work, Office area rework.
C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory, Cost of communication, Demurrage costs.
D - Logistics losses (Delay in loading/unloading)
• Delay in delivery due to any of the support functions
• Delay in payments to suppliers
• Delay in information
S - Safety in material handling/stores/logistics, Safety of soft and hard data.
M - Number of kaizens in office areas.

How office TPM supports plant TPM :
Office TPM supports the plant, initially in doing Jishu Hozen of the machines (after getting training of Jishu Hozen), as in Jishu Hozen at the
1. Initial stages machines are more and manpower is less, so the help of commercial departments can be taken, for this
2. Office TPM can eliminate the lodes on line for no material and logistics.

Extension of office TPM to suppliers and distributors :
This is essential, but only after we have done as much as possible internally inside the shop. With suppliers it will lead to on-time delivery of product, improved 'in-coming' material quality and cost reduction. In any case we will have to teach them based on our experience and practice and highlight gaps in the system which affect both sides. In case of some of the larger companies, they have started to support clusters of suppliers.