Скачать презентацию Resource Management n n n Hi Tim I Скачать презентацию Resource Management n n n Hi Tim I

dc4be1fd309c392ba862d3ac690c12cf.ppt

  • Количество слайдов: 65

Resource Management n n n Hi Tim, I hope you can travel to the Resource Management n n n Hi Tim, I hope you can travel to the Philippines April 15 to speak in the management training. You can prepare a two-three hour presentation on resource management. You can talk about the application of 5 S in school setting, recycling and inventing in schools may also be included in the presentation. There are two events in the Phil that I will be hosting Apr 16 -18 and Apr 25 -26. You can take KL- CLark via Air asia. I'm near Clark. I can meet you there. Ng Khar Thoe and Dr. Chong are now here in the Phil. Target participants are school heads and teachers. Your plan to application of 5 s in schools synergies recycling and innovation is appropriate. I expect around 500 (or more) each session. I pay my foreign consultants 1000 us$. I shoulder travel expenses including plane tickets and hotel. I hope this will be ok with you. .

 Resource Management Managing all of a school's resources represents a considerable challenge. Demanding Resource Management Managing all of a school's resources represents a considerable challenge. Demanding business acumen, ( ability to make good judgments and quick decisions) financial awareness, planning ability, IT knowledge and excellent management skills. Scope: n Overview of Lean Principals in a World Class Environment. n 5 S as a Lean foundation used in Resource management. n Application of 5 S in a school setting- in exposing, identifying and elimination of Waste. n Recycling in school setting using 5 S methodology.

What is Resource Management? Resource Management is the efficient and effective deployment of an What is Resource Management? Resource Management is the efficient and effective deployment of an organization's resources in the most efficient way possible , maximizing the utilization of available resources to achieve organization goals. Such resources may include tangible resources such as ial inanc es F urc reso Equi n matio IT) Infor ogy( nol Tech pme Fa es iliti c nt L (H abo Re um r so an ur ce ) Tangible Resources Fu nc ti Non ional Funct on al It can also include ideas, making sure that people are assigned to task that will add value and not have too much under utilization. These include… Ideas …. .

Resource Management within Schools National Standards put forward by the Teacher Training Agency emphasizes Resource Management within Schools National Standards put forward by the Teacher Training Agency emphasizes the importance of good resource management within schools. Outline n Quality Cost Delivery Continoues Improvement World Class requirements - Creating value for customers - Benchmark in a World Class requirement. A Lean approach to Resource Management development support n 5 S as a Foundation of Lean n 5 S as a means of exposing, identifying and elimination of Waste focusing in a school setting. n Application of 5 S in School setting n

Vision Statement , why? Successful schools have a clear sense of direction through Vision Vision Statement , why? Successful schools have a clear sense of direction through Vision Statement. –shared sense of direction derived through a visioning process involving all members of the school. Once affirmed, it needs to be able to be articulated by all. -when achieved everyone can then align their efforts behind the vision and by a process of self-reference and professional development the school will reach. Translation into reality - by means of a Teaching Framework or belief system. eg: To be the center of excellence, renown internationally for Educational Innovations exceeding expectations of National Standards put forward by the Teacher Training Agency

The question now is… …What is Lean Principles? Lean is the revolutionary super-efficient production The question now is… …What is Lean Principles? Lean is the revolutionary super-efficient production system pioneered by Toyota. The core focus of "Lean" is to vigorously eliminate Wastes. Lean Principles is a methodology, modeled from a Toyota manufacturing strategy that eliminates waste to reduce cost, improve quality and delivery performance.

Lean Principles Continuous Improvement without adding: Cost Large Equipments Money Co st Inventory People Lean Principles Continuous Improvement without adding: Cost Large Equipments Money Co st Inventory People Space üLean Principles is a methodology, modeled from a Lean manufacturing strategy that eliminates waste. üLean is NOT people working harder to produce more. üLean Methodology results in greater profit by reducing costs.

Lean Organization focus on: Cost Reduction by identifying, then eliminating Waste Lean: The Relentless Lean Organization focus on: Cost Reduction by identifying, then eliminating Waste Lean: The Relentless Elimination of Waste is anything other than the minimum resources required to add value. Value-Added Activities. . transform raw materials and information into products or service. Is it something the Customer is willing to pay for without changing the form, fit or function. Non-Value-Added Activities are WASTE!! Activities that consume resources, but don’t directly contribute to the product.

Causes of Waste ä Layout (distance) ä Historic supervisory roles ä Long setup time Causes of Waste ä Layout (distance) ä Historic supervisory roles ä Long setup time ä Irrelevant performance measures ä Departmental Structure ä Complex production planning and scheduling systems ä Poor maintenance practices ä Lack of workplace organization ä Poorly documented work methods ä Lack of adherence to established work methods ä Poor Supplier quality/reliability ä Lack of cross training ä More….

Non-valued Added Activities Storage Counting Sorting Moving Expediting Sanding Red-Lining Walking What value is Non-valued Added Activities Storage Counting Sorting Moving Expediting Sanding Red-Lining Walking What value is Added by: Invoices Inspecting Loading / Unloading Scrap Rework/Repair Measuring/Checking Repackaging Paperwork

Value Added Necessary vs Value Added Necessary Teaching, coaching, disseminating right information Value Added Value Added Necessary vs Value Added Necessary Teaching, coaching, disseminating right information Value Added Not Necessary Operations called out but no longer needed or options. (paint options or tires) Unnecessary Non Value Added Necessary Inspection, checking, follow up, reminding, proof reading, supervising , recoaching Non Value Added Not Necessary Recounting, searching, long set-ups, additional inspection steps, additional paperwork

Traditional Improvement vs Lean Original Lead Time Typical Organization Traditional Improvement Kaizen Waste Reduction Traditional Improvement vs Lean Original Lead Time Typical Organization Traditional Improvement Kaizen Waste Reduction VA NVA VA VA NVA Major Improvement Time Minor Improvement

YESTERDAY When we add value we also add costs. Price to Customer $$$$$$$$ Profit YESTERDAY When we add value we also add costs. Price to Customer $$$$$$$$ Profit If we want to make more profit we increase price Cost to Make Traditional Principle of Cost: Cost + Profit = Price

Today’s Approach to Cost Reduction Price fixed by Customer Marketplace Pressure Profit Cost to Today’s Approach to Cost Reduction Price fixed by Customer Marketplace Pressure Profit Cost to Make Lean Principle of Cost: Price - Cost = Profit If we want to make more profit, reduce Waste (Cost to make)

The challenge We need to be able to do three things well, all at The challenge We need to be able to do three things well, all at the same time! Reduce Cost Reduce Lead Time Improve Quality “Faster” “Better” Production Costs Customer Price Net Margin “Cheaper”

Meeting the Challenge n n n Requires a new way of thinking. Training in Meeting the Challenge n n n Requires a new way of thinking. Training in new methods. Leadership and commitment at all levels. Implementation – Just do it! ¨ Need to do more than talk. ¨ We learn by doing. ¨ Improvements don’t have to be expensive.

5 S, the foundation for Lean System Characteristics of World Class Customer-Value Focused Radical 5 S, the foundation for Lean System Characteristics of World Class Customer-Value Focused Radical Change – Kaikaku Kaizen Workshops Daily Improvements – Standard Work Price – Profit = Target Cost 5 S , foundation for Lean System - Visual Management Lean System Kaizen Methodology Relentless removal of Waste Man Standard Work Takt Time Material SWIP 1 piece Flow Machine Operational Availability Pull system JIT Lean Manufacturing System is the revolutionary super-efficient production system pioneered by Toyota Motor Company. The core focus of "Lean" is to vigorously eliminate Wastes. LEAN PRODUCTION SYSTEM A Delivery Cost + Profit = Price OK Cost JID Quality People Based System L e v e l P r o d u c t i o n 5 S / V i s u a l M a n a g e m e n t Relentless R e m o v a l o f W a s t e

5 S Definition 5 S is a method for organizing a workplace, especially a 5 S Definition 5 S is a method for organizing a workplace, especially a shared workplace (like a common floor or an office space), and keeping it organized. It’s sometimes referred to as a housekeeping methodology, however this characterization can be misleading, as workplace organization goes beyond housekeeping.

5 S–SIMPLE HOUSEKEEPING Outlines: n 5 S as a Foundation of Lean n 5 5 S–SIMPLE HOUSEKEEPING Outlines: n 5 S as a Foundation of Lean n 5 S Definition ¨ Seiri Sort ¨ Seiton – Simplify ¨ Seiso – Sweep ¨ Seiketsu – Standardise ¨ Shitsuke – Self discipline n Benefits of 5 S as a Visual tool for continuous improvement

5 S Definition 5 S Represents 5 Japanese terminologies Seiri, Seiton, Seiso, Seiketsu & 5 S Definition 5 S Represents 5 Japanese terminologies Seiri, Seiton, Seiso, Seiketsu & Shitsuke 5 S is a philosophy and a way of organizing and managin the workplace towards an organized, clean, highperformance environment with the intent to improve performance environment efficiency by eliminating waste.

 Benefits of a 5 S Environment? n It gives Ability to understand the Benefits of a 5 S Environment? n It gives Ability to understand the status of a area in 5 minutes or less by simple observation without use of computers or speaking to anyone. ” 5 S 1 st Seiri. Sort (Organize) 2 nd Seiton- Simplify (Visibility) 3 rd Seiso- Sweep (Cleanliness) 4 th Seiketsu- Standardize (Adherence) 5 th Shitsuke- Self-discipline (Sustain)

3 rd Class Workplace … Necessary & Unnecessary items are mixed together in the 3 rd Class Workplace … Necessary & Unnecessary items are mixed together in the same workplace

2 nd Class Workplace … Necessary & Unnecessary items had been seperated within identified 2 nd Class Workplace … Necessary & Unnecessary items had been seperated within identified work area (including inventory)

1 st Class Workplace … Only Necessary supplies, tools and items are stored in 1 st Class Workplace … Only Necessary supplies, tools and items are stored in the Work Environment.

Where are we today Lets take a quick look Where are we today Lets take a quick look

Why do 5 S 5 S are 5 necessary disciplines for maintaining a visual Why do 5 S 5 S are 5 necessary disciplines for maintaining a visual workplace. What are the 5 S ? (Activity) 1 st S 2 nd S 3 rd S 4 th S 5 th S

Benefits of 5’S 5 S makes workplace more pleasant 5 S helps in work Benefits of 5’S 5 S makes workplace more pleasant 5 S helps in work efficiency 5 S and safety go hand-in-hand 5 S leads to better quality environment and higher productivity

1 st Seiri (Sort) n To take out unnecessary items either sort , red 1 st Seiri (Sort) n To take out unnecessary items either sort , red tag or dispose them Necessary: Used for daily work Used periodically I am the source Unnecessary: Unsafe Defective Obselete or outdated Unused Extra or duplicate

1 st Seiri (Sort) 1 st Seiri (Sort)

5’S Red Tag 5 S Red Tags are used to keep the process of 5’S Red Tag 5 S Red Tags are used to keep the process of change going throughout the 5 S program while remaining organized in the process. These 5 S Red Tags are used for visual management of a workspace, clearly marking items that need to be moved creating workplace organization. Red Tag Sample

2 nd Seiton (Simplify) n To arrange necessary items in a proper order so 2 nd Seiton (Simplify) n To arrange necessary items in a proper order so that they can be easily picked up for use Consider: • Visual aids are encouraged in order to help understanding and minimize complexity. • Labeling locations where necessary items are kept when not in use, especially moveable items. • Labeling drawers and notebooks to identify their contents.

2 nd Seiton (Simplify) Label & shadow board 5 S Map to decide location 2 nd Seiton (Simplify) Label & shadow board 5 S Map to decide location "Anyone should be able to easily understand proper arrangement and abnormalities. "

3 rd Seiso (Sweep) n To clean your workplace completely so that there is 3 rd Seiso (Sweep) n To clean your workplace completely so that there is no dust anywhere

3 rd Seiso (Sweep) n n n Tools: 5 s Assignment Map 5 s 3 rd Seiso (Sweep) n n n Tools: 5 s Assignment Map 5 s schedule

4 th Seiketsu (Standardise) n n To maintain a high standard of housekeeping and 4 th Seiketsu (Standardise) n n To maintain a high standard of housekeeping and workplace organization at all times Visual checks to maintain the process

S 5 th Shitsuke (Self Discipline) n To train people to follow good housekeeping S 5 th Shitsuke (Self Discipline) n To train people to follow good housekeeping discipline independently

Why is 5's necessary and practiced in a World Class Facility? n n Standards Why is 5's necessary and practiced in a World Class Facility? n n Standards so management can evaluate performance Necessary to enforce discipline Standards for diagnosis, self-evaluation, a necessity to enforce discipline Buy in" With buy-in, “discipline” isn’t necessary

10 Ways to Kill 5's 1. Make sure you drive transition from the bottom 10 Ways to Kill 5's 1. Make sure you drive transition from the bottom up 2. Assume 5's will take place itself without training and energy 3. Try to accomplish 5'S all at once 4. Try to accomplish 5'S implementation all by yourself 5. Wait until after you begin your 5'S training to establish metrics and measurement techniques 6. Look for magic bullet solution 7. Allow existing methodologies to be viewed as “stand-alone” 8. Assume that all leaders will understand lead the transformation 9. Relegate responsibility for 5'S implementation to staff function 10. Study every 5'S issues exhaustively until you have the right solution. Let us do it together as a Team- Together Everyone Achieves More!

Phase 1: Planning and preparation STEP 1: Select area STEP 2: Identify problems Eliminate Phase 1: Planning and preparation STEP 1: Select area STEP 2: Identify problems Eliminate waste Eliminate bottleneck Implement 5 s Implement Cell Design, Line Balancing or Kanban STEP 3: Select leader STEP 4: Select Team Train the team STEP 5: Walk and document the process STEP 6: Prepare the area Advanced production Required material, equipment & Support people

Resource Leveling (Haibun) Resource Leveling n One resource management technique is resource leveling. It Resource Leveling (Haibun) Resource Leveling n One resource management technique is resource leveling. It aims at smoothing the available resources on hand, reducing both excess and shortages to meet the current demand. n The required data are: the demands for various resources, forecast by time period into the future as far as is reasonable, as well as the resources' configurations required in those demands, and the supply of the resources, again forecast by time period into the future as far as is reasonable. n The goal is to achieve 100% utilization but that is very unlikely, when weighted by important metrics and subject to constraints, for example: meeting a minimum service level, but otherwise minimizing cost.

Quality of a GOOD Leader Must Not Flex Blame the Muscles Give up worker Quality of a GOOD Leader Must Not Flex Blame the Muscles Give up worker Throw fits Blame the Measure Think of at least 7 ways to do better Must Go to the Shop Floor Kaizen your Standard Work Show Boat Cover up Tamper with Intimidate the Measure Hide in the Throw People at Problems Stress out office Create smoke screens Grovel Be clueless Empower the Team Lead by Example Set goals Celebrate Success Have a vision Communicate Provide the Observe the process right tools Find the Waste direction

Team leader checklist BEFORE KAIZEN 1. Select the team members 2. Gather information necessary Team leader checklist BEFORE KAIZEN 1. Select the team members 2. Gather information necessary for the event • Event objectives • Layout, flow charts, process sheet • Cycle time vs takt time charts • Target 3. Prepare the area for the event • Materials, Equipment & Support people DURING KAIZEN EVENT 1. Keep update on what everyone is doing 2. Chart takt time and cycles time during time studies 3. Coordinate for final presentation AFTER KAIZEN 1. Compile hard copy 2. Complete follow up checklist (Kaizen Newspaper)

Team members Team work and support Kaizen Train the team on Lean methodologies – Team members Team work and support Kaizen Train the team on Lean methodologies – 5 s, quick changeover, mistake-proofing, cell design and kanban. Arguments that need to be addressed Good on paper BUT…. Kaiz e do a n won’t ny g ood! d an st er an d h un ter t y. . We bet bod y an is thing y Ever g just goin hy ne. W ? fi ge chan We ca n lower not withou t loweri ng quality That lousy ideas, we already tried! It so u but w nd good not w e still d o ant t o do it

Following Slides will discuss full Implementation of 5’S. Following Slides will discuss full Implementation of 5’S.

How to champion a 5 S Kaizen Step 1, Training: What is 5 S, How to champion a 5 S Kaizen Step 1, Training: What is 5 S, and why do we want to do it? Step 2, Define target: Define the schedule for performing the 5 S project. Step 3, Implementation: Hold meeting prior to each day’s activities to plan and schedule what will be done (daily). Take pictures: "Before" 5 S on a day before Kaizen Use appropriate Check list to documents results. Conduct wrap-up meeting to review what was accomplished (daily). Review and document results (at conclusion of 5 S project) Celebrate conclusion of 5 -s effort and results!

5 S LEVEL 5 S LEVEL

5 S Sample Clean Up Checklist 5 S Sample Clean Up Checklist

What is Kaizen? KAIZEN = CONTINOUS IMPROVEMENT WITHOUT ENDING In Japanese KAI ZEN Change What is Kaizen? KAIZEN = CONTINOUS IMPROVEMENT WITHOUT ENDING In Japanese KAI ZEN Change Good KAI ZEN = Change for better The small, gradual, incremental changes applied over a long period can be add up for a major impact on business in the future.

Question to ponder Question. Why do a lot of schools use a system of Question to ponder Question. Why do a lot of schools use a system of ringing bells to stop or start. Is it to ensure order? Or is it to prepare the children for a profession which requires clocking in and out? Is it, in actuality, an acclimatization tool? Was it’s original purpose to provide them with a means of knowing when to be somewhere when watches were a thing for the middle-classes and affluent adults? Surely we need change to move with the times by looking at the building blocks of the system and addressing each one analytically. We are not suggesting that there is a need for a change to complete removal of systems. We believe that children need structure in order to learn. We need to change for the better to adapt to meeting current demanding needs at the same time not compromising the future to meet their needs.

KAIZEN at Schools are inundated by initiative after initiative in education, each seemingly polarized KAIZEN at Schools are inundated by initiative after initiative in education, each seemingly polarized and disconnected- yet expected to somehow marry a system designed for industrial revolution in a digital renaissance. Change, when it occurs, needs to be managed. Teachers, are products of a previous education system, mostly before the Digital Revolution was introduced. We need to think of how we prepare our children to become lifelong learners in these fast pave technological change era. By implementing the Kaizen philosophy we can attempt to bridge the educational dichotomy and link the importance of structure with the need for creativity. Change needs to happen continually in small evolutionary steps. Surely, too, there is need for it in education.

Why Kaizen? To continuously eliminate waste without removing the value added activities in the Why Kaizen? To continuously eliminate waste without removing the value added activities in the process Waiting Processing Inventory Transportation Take all FOUR Movement MUDA Defects I nee d ON E! Over Production

How to Kaizen Focus on doing Gradual, unending improvement, doing “little things” better every How to Kaizen Focus on doing Gradual, unending improvement, doing “little things” better every day, setting – and achieving – ever higher standards

The spirit of Kaizen Throw all your concrete head 10 people’s ideas is better The spirit of Kaizen Throw all your concrete head 10 people’s ideas is better than 1 Kaizen with LESS COST or NO COST Think how it would work NOT won’t Improvement has NO limits Don’t accept excuses Don’t seek for perfection Correct the mistake the moment you found Ask WHY 5 times Problem gives your brain a chance to work

Recycling Kaizen using 5 S’ ¨ Start recycling ¨ Get the whole school involved Recycling Kaizen using 5 S’ ¨ Start recycling ¨ Get the whole school involved ¨ Keep it going ¨ Activity lesson plans

1. Start Recycling at school is an easy step you can take to help 1. Start Recycling at school is an easy step you can take to help the environment in three main ways: Reuse and Recycle- Less waste in landfill sites Turning waste into new products! Less rubbish- fewer landfill sites, free up more land. n Save energy and raw materials Recycling uses less energy than making items from scratch, eg- aluminum can saves 95% energy needed to make new. n Help tackle climate change Reducing Carbon dioxide is released into the atmosphere -cuts amounts of methane, a greenhouse gas given off by biodegradable materials as they rot under pressure n

How much does your school waste? 1 st Seiri- Sort (Organize) to find out How much does your school waste? 1 st Seiri- Sort (Organize) to find out how much waste is produced Waste Audit to determine - where certain types of waste are produced -enable you to position your recycling points effectively. - it’s not just classrooms, all indoor/outdoor areas e. g. , -, - to ensure the scheme is most effective. n How much waste does your school produce? - hard to visualize how much and the sources of it. The average secondary- 22 kg/pupil each academic year. Primary schools higher - at 45 kg/pupil. n What types of waste are produced? - by weight just two categories: Paper and card Food waste Knowing how much of each material your school produces will help you to prioritize -which materials to recycle -what size bins your school will need. Information gain from the waste audit will help you work out which recycling collection most effective for your school.

Get your recycling collected 2 nd Seiton- Simplify (Visibility) n Local council - about Get your recycling collected 2 nd Seiton- Simplify (Visibility) n Local council - about recycling services for schools in your area. Many local authorities offer their own recycling services to schools. Find out what your local authority offers. Those that don’t recycling services should be able to put you in touch with organizations who will collect recycling from schools in your area. n Further recycling services Some local organizations offer recycling services collection, such as printer cartridge, old mobile phone or aluminum can recycling. These may offer money saving opportunities or even generate a small income. n Things to consider Access – restrictions in terms of timings and access to your school site? Frequency ? – recycling collection Storage ? – where to store materials for recycling Health and safety – issues with your school’s health and safety representative. Budget considerations – Recycling service cost? offset against savings in Waste Collection?

How to set your Recycling bins 2 nd Seiton- Simplify (Visibility) Set up recycling How to set your Recycling bins 2 nd Seiton- Simplify (Visibility) Set up recycling points once you have sufficient information on when, where and how Waste can be collected. Bin locations - as close to the source of waste as possible e. g. a paper recycling bin next to photo copier/printer. -Recycling points and rubbish bins side by side. n Types of recycling points -use the data from your waste audit to help you decide what type, size and quantity of recycling bins to suit best. Consider who will empty materials internally into external facilities, how they will do it, what equipment they will need and how often it will be done. n Labeling recycling points -label recycling points clearly, so that everyone knows where they are and what should go in them. You can use the easily recognisable ‘Recycle materials’ to support your school’s recycling scheme, including awareness posters and recycling point signage. Visit other schools to see examples of how they manage their recycling systems. To make recycling as easy as possible: n

2 Get the Whole school involved 3 rd Seiso- Sweep (Cleanliness) Involve everyone to 2 Get the Whole school involved 3 rd Seiso- Sweep (Cleanliness) Involve everyone to contribute to make recycling a success. -For success implementation, Involve pupils and staff across your school in setting up and running your recycling scheme. - If the school community has ownership of various tasks and responsibilities, participation is likely to be higher and contamination (throwing unsuitable materials into recycling bins) is likely to be lower. Whole school involvement also ensures recycling continues even if enthusiastic staff and pupils move on. ¨ All pupils, Recycling monitors ¨ School Council, Eco Committee or Environment Team ¨ Designated Teacher or Recycling Co-ordinator ¨ Teachers and Teaching Assistants ¨ Senior Management team, Head Teacher, ¨ Cleaning Staff, Kitchen and Catering Staff ¨ Site Manager / Caretaker ¨ Office/Administration Staff ¨ Bursar, School Governors ¨ Parents / Parents associations

3 Keep it going 4 th Seiketsu- Standardize (Adherence) Designate Staff responsible for your 3 Keep it going 4 th Seiketsu- Standardize (Adherence) Designate Staff responsible for your recycling scheme to keep the momentum going. Role - monitor and improve the scheme, with the help of an eco group - oversee people and activities across the rest of the school. Have a dedicated team and try to add something new each year - like printer cartridge or mobile phone recycling. Show other schools around what can be done, makes everyone in your school more keen to recycle more! -Liaise with the recycling monitors, cleaners and site manager/caretaker to monitor frequency of collection. Understand how much your school recycles and whether it is increasing or dropping. n

4 Activity Lesson Plans 4 th Seiketsu- Standardize (Adherence) This activity can be used 4 Activity Lesson Plans 4 th Seiketsu- Standardize (Adherence) This activity can be used to help set up a new recycling scheme, or to identify ways to improve an existing one. A follow up activity to the waste audit, pupils get to analyse real data from the waste audit, identify waste 'hot spots' in the school and brain/trystorm solutions to reduce the most common types of waste at school. They will produce an action plan, identifying tasks, responsibilities and time scales.

Waste Audit 5 th Shitsuke- Self-discipline (Sustain) Carry out a follow-up audit to help Waste Audit 5 th Shitsuke- Self-discipline (Sustain) Carry out a follow-up audit to help monitor the progress of your school’s recycling efforts. Involves pupils working together to sort, measure and document the different types of waste produced in different areas. Use Data to create an action plan. If recycling participation is dropping, try to focus on raising awareness: n Hold meetings and training sessions for staff. n Organize recycling events, or make recycling a key part of other school events. n Incorporate recycling into lessons – why not try the activity lesson plans for inspiration. n Reward and praise recycling champions. n Join national awards and competitions. This promotes recycling nationally and keeps up motivation within your school. n Liaise with the local press to share your success. n Incorporating recycling into the school policy is also an important way to maintain progress n

Benefits of Kaizen to the Organization Eliminates hidden cost – 11 wastes Improve value Benefits of Kaizen to the Organization Eliminates hidden cost – 11 wastes Improve value added – Quality, Cost & Delivery to YOU Improved work place – eliminate unnecessary movement & delay with Visual Management Improve the best methods YOU HELP the ORGANISATION to meet QCD

Key roles for a Successful Kaizen event Upper Management The initiation MUST come from Key roles for a Successful Kaizen event Upper Management The initiation MUST come from Upper Management Build the culture of continuous improvement Kaizen is not about eliminating people but eliminate waste for better work place

 Timothy Wooi Principal Consultant for Lean Management. Certified Kaizen Specialist & hands on Timothy Wooi Principal Consultant for Lean Management. Certified Kaizen Specialist & hands on TPM Facilitator with 30 over years working experience. n n Provides Technical Consulting Services on Lean Equipment Fabrication, TPM, Kaizen & Moonshine set up. Mechanical background & DIY handyman who loves Green Living & Outdoor activities. Builds most of his stuff by Recycling idle resources to eliminate waste and promote Green. Add: 20 C, Taman Bahagia, 06000, n Develops Tim’s Waterfuel, an alternative fuel Jitra, Kedah supplement using HHO Generator that adds Email: timothywooi [email protected] com power reducing Co 2 emission. Office: 04 9171476 H/p: 019 4514007 (Malaysia) n An NGO Community worker for Prison, Drug Rehab and leader of CREST North Malaysia, an organization that respond to Crisis & Flood. n