How to Keep the Expertise Intact...

Most common problem of companies arises from people movement either internally or to outside companies. This phenomenon specially occurs during times when the economy of the world is good and jobs abound, It is simply because movements provides opportunities for better pay and position or level. Good for the people but not for the company specially for companies that requires special skills on a niche type of equipment. So how do we resolve this? How do we make sure we can have seamless transition between incoming new hires and those that leave the company? How do we keep the expertise intact and the production efficiencies on the continuous upward trend?

The solution is simple. Implement the TPM Improvement Pillar- Kobetsu Kaizen to the fullest. This is so because Kobetsu Kaizen is a system that will ensure the following: 1. Expertise is achieved through shared systematic activity, 2. Expert Solutions are tracked and documented, and 3. Expertise is fanned out.

When expertise is shared and is achieved through systematic means, then it can be repeatable, and thus no longer dependent on specific individuals. You can liken that to a "burger house" preparation for their french fries which follows certain parameters and sequence or system which is repeated in all their outlets. In Kobetsu Kaizen, on top of being systematic, an added important ingredient is the fact that the improvements are achieved through collaborative team efforts and not just by one individual which ensures that the expertise lies within the team and not on one singular person.

More importantly, in Kobetsu Kaizen, the Expert System is perpetuated through the systematic documentation of the improvement actions. Proforma sheets that documents the initial formation of the team to final fan out of the actions are used which ensures uniformity and repeatability as well as ease of access through computer based tracking.

The fan out to other equipment is also assured making the fan out of the expertise a given.

So , if your company is challenged with people movement which causes drain in the technical expertise , then you have the solution...Go for TPM-Kobetsu Kaizen....

Introduction to Simplified TPM

Survival of any business entity depends heavily on the pace of improvements it can institute.

There are many ways and systems companies employ to initiate improvement activities. There are those who venture on Six Sigma Approach, Total Quality Management, and those that try to implement the Japanese Style of TPM.

As a Quality Practitioner and a Qualified TPM Instructor for a couple of decades on Semicon Industry, I have seen , been involved and have driven many Quality and Productivity Improvements sometimes exclusively done on one system and in many cases a combination of many systems depending on how the top executive wants it done.

The intent of this blog is to share with fellow practitioners like me , or those who wish to embark on their company initiated activities the simplest and most comprehensive way of doing overall factory improvements.

By overall, this will cover practically all of the major Key Performance Indices a company can think of.

I will bring to fore , practical tips and actual hands on implementation.

So stay tuned and keep on reading.

For a more comprehensive and company focused consultations, please feel free to email me at richbenj.santiago@gmail.com