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The enhanced connectivity of digital systems creates a new ecosystem which links up workers with the data they need and enables the use of slicker more effective ways of working.
Delivering the gains from this involves more than the technical challenge of linking up systems. It involves raising skills and engaging the workforce with using the new ecosystem to improve plant and workflow effectiveness.
Making TPM Lean and Digital
TPM provides Digital Transformation programmes with a vehicle to develop the collective skills needed using practical team based projects carried out as part of the daily routine. Teams follow a structured improvement plan that blends TPM and Lean and digital tools to:
- Identify and align improvement priorities across functions,
- Procure the tools and develop the skills needed to enhance the current plant and workflow ecosystems.
- Use real time data to gain insights and deliver those improvements.
In addition to delivering operational gains, team members enhance their traditional operational roles with skills that support the use of data analysis and data management such as those set out in the table below. Once defined in a model area, these skills can then be deployed to others as part of a systematic roll out cascade.
|
Traditional roles |
Data Analysis Roles |
New Digital Ecosystem Accountabilities/Skills |
Purpose |
|
Front Line Roles |
Scan opportunities |
Define and track data capture points to support administration, coordination and early problem detection. Includes providing feedback on problem hot spots and the effectiveness of countermeasures. |
Plan/Do support to enhance current performance and translate user experience into best practice plant and workflow routines. That includes work on digital "Use Case" specification and task transfer. |
|
Local Leaders, Quality and HSE managers |
Business Translator |
Translate business goals into local improvement actions. Includes specification development and testing to confirm "Use Case proof of concept" and transfer of lessons learned across the operation. |
Check/Act support to facilitate data clean up and analysis to improve insight into causal factors and refine Decision Models to enhance future performance. |
|
Process Engineering, IT and CI |
Solution architect |
Solution architect, data engineering, analysis and cyber security, identify available and needed data capture points. Support introduction of Standardisation, micro planning, skill matching, Material control and over the shoulder support as part of dynamic scheduling. |
Oversight of Digital ecosystem, work organisation, shared workflows and task transfer. That includes system linkages, data structure and analysis. Support development of user dashboards and microservice applications as part of job design, work instructions, standards, learning plans and competence standards to set and enhance ways of working. |
|
Production coordination and planning |
User Interface/ experience |
User experience enhancement. Includes oversight of low/no code app development to automate routine workflows. |
Ensures user experience supports business goals, Enables data exchange and system/app integration for routine planning and scheduling tasks. |
|
Senior Leaders |
Direction |
Ensuring that the overall purpose of creating and protecting (business value from data™ is achieved, through establishing what the organisation wants to achieve and avoid with its data analytics activities, and using this information to effectively monitor strategic decision-making. |
Hosting regular strategy meetings to evaluate and (potentially) update strategy. |
Table 1: TPM Digitisation Road Map Roles
The above transitions are learning pathways within the Making TPM Lean and Digital work programme to create an internal Improvement Network involving the above roles.
Engaging all levels simultaneously in the challenge of delivering a slicker more connected way of working.
To find out more contact us here. Alternatively book these key stakeholders onto our 1 day in house training workshop Making TPM Lean and Digital.
