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Few people would dispute that a volunteer is more motivated than a pressed man. For the same reasons, putting engagement at the heart of the improvement process holds the key to sustained year on year improvement.
Part of the reason for this is that humans are hard wired to seek out solutions to puzzles. Once we find a solution it gives us a sense of achievement that we crave to feel again.
When people are encouraged to become engaged with solving problems in the work environment it is as powerful a motivator as any financial incentive.
The good news is that wherever you are on the improvement journey, there is always a next step.
Change is the only constant! The puzzles just keep on coming.
The LeanTPM improvement road map identifies 5 types of puzzle for those in the organisation to work on. These are practical improvement steps which set out the route map to zero breakdowns and beyond. They are:
- Set and sustain equipment condition standards
- Refine and simplify work routines
- Improve process control
- Apply Low cost automation
- Capital project delivery
In a work situation, solving puzzles involves interaction between people so the scope of the Engagement process covers changing how people work together.
Stack the cards in your favour by coaching those who are working on improvement to tap into the collective operational knowledge pool and faciliate shared learning to reinforce the improvement agenda.
Front line teams are in the best position to find answers to puzzles 1 and 2.
Typically that delivers a 10 to 15% increase in effectiveness for around 5% of their time with a payback measured in months if not weeks.
Check out our TPM best practice implementation workshop for details of how,
The engagement process also frees up specialist time from dealing with day to day issues. That means they have the time to guide progress through the more complex puzzles 3 and 4 which deliver higher levels of yield, added value and improved workflow.
The outcome include the transformation of leadership and support roles from that of passive oversight to that of improvement leadership.
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