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Resource Management 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.

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Presentation on theme: "Resource Management 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."— Presentation transcript:

1 Resource Management 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 5S 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 and Apr 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 5s in schools synergies recycling and innovation is appropriate. I expect around 500 (or more) each session. I pay my foreign consultants 1000us$. I shoulder travel expenses including plane tickets and hotel. I hope this will be ok with you..

2 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: Overview of Lean Principals in a World Class Environment. 5S as a Lean foundation used in Resource management. Application of 5S in a school setting- in exposing, identifying and elimination of Waste. Recycling in school setting using 5S methodology.

3 Information Technology(IT) Labor (Human Resource)
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  Financial resources Information Technology(IT) Equipment Labor (Human Resource) Tangible Resources  Facilities Non Functional Functional 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…..

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

5 Vision Statement , why? eg:
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

6 ACM Kaizen Leader Certification Course
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. The questions… what is this new way of thinking? What are the new methods? … What IS Lean? …. Why has Boeing chosen Lean as it’s manufacturing system? May 6-10, 2002

7 Continuous Improvement without adding: Cost
ACM Kaizen Leader Certification Course Lean Principles Money People Space Large Equipments Inventory Continuous Improvement without adding: Cost Cost Lean manufacturing is really about doing more with less. Half the space, half the human effort, half the equipment, inventory, Half the engineering hours, half the the design time, etc Lean Manufacturing also means continuous improvement without adding large machines, extra inventory, more people, space or spending more money. Low Cost, No Cost is the improvement imperative. Lean Principles is a methodology, modeled from a Lean manufacturing strategy that eliminates waste. Lean is NOT people working harder to produce more. Lean Methodology results in greater profit by reducing costs. May 6-10, 2002

8 ACM Kaizen Leader Certification Course
Lean Organization focus on: Cost Reduction by identifying, then eliminating Waste Lean: The Relentless Elimination of Waste 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. At the core of all lean concepts is the relentless elimination of waste. To identify waste we must first distinguish between activities that add value and those that do not. Non-value added activities are waste to be eliminated. Non-Value-Added Activities are WASTE!! Activities that consume resources, but don’t directly contribute to the product. May 6-10, 2002

9 ACM Kaizen Leader Certification Course
Causes of Waste Layout (distance) Long setup time Departmental Structure Poor maintenance practices Poorly documented work methods Lack of adherence to established work methods Historic supervisory roles Irrelevant performance measures Complex production planning and scheduling systems Lack of workplace organization Poor Supplier quality/reliability Lack of cross training More…. Nearly all source of waste in a factory are a result of poor management decisions. Poor Layout: Traditional factory layouts often group similar equipment or processes in a production department for economies of scale in training and manpower utilization. The belief is that grouping similar equipment reduces training and maintenance cost but results in wasteful transportation of part batches from area to area with a mountain of inventory between areas. Long setup time: Traditionally large batch runs were seen as necessity to improve machine yield when setup times are long. The results are often too many of the wrong part produced while the “urgent” part waited, or a costly tear-down and setup to run the hot part. Departmental Structure: Traditional organizational silos inhibit the flow of information and create “Us versus Them” mentality. This is often the case between Quality Assurance and Operations departments, or Operations and Engineering. Delays in the flow of information result in higher defect rates and idle inventory. Poor maintenance practices results in more frequent machine breakdowns. The longer the breakdown, the more inventory must exist at downstream processes to maintain production. Poorly documented work methods and lack of adherence to those methods is the number one source of quality problems. Work methods in a traditional mass production factory are written by manufacturing engineers located in an office far from the work area. Often too technical and not visual, these work methods remained un-changed and often ignored by the mechanic who incorporates “work-around” to build a good part. These un-documented work-arounds become the “tribal knowledge” of the work force which is often lost or not communicated well to new employee, resulting in un-predictable quality. Irrelevant performance measures like equipment yield, focus on efficiency of one process in the production flow but ignore overall measures of flow. A piece of equipment with a high utilization is only producing more inventory that sits idle waiting for the next process. Complex production planning and scheduling systems like ERP or MRP II systems are designed to manage a complex manufacturing environment with high levels of work-in-process. The constant re-scheduling of order priorities from these systems require constant searching and sorting for which part to do next, and require an army of support personnel to feed updated schedules and inventory levels into the computer. Lack of workplace organzation results in time wasted searching for tools and materials. A poorly organized work area will typically include broken tools, expired materials,or tools not appropriate for the process. Besides the time lost searching for tools and materials, there is a high probability of producing a defect in a poorly organized workplace. Poor supplier quality in terms of product quality or delivery reliability often required high levels of Just-in-Case inventory or safetly stock and its associated costs. Lack of Cross-training can results in delays when “key” individuals are absent. Perhaps more serious is the in-ability to move idle operators to bottleneck processes because of lack of cross-training. Often this problem is hidden by mountains of inventory in front of each process so it appears as if everyone is always busy. May 6-10, 2002

10 Non-valued Added Activities
ACM Kaizen Leader Certification Course Non-valued Added Activities Storage Counting Sorting Sanding Moving Red-Lining Walking What value is Added by: Expediting Invoices Inspecting Value added activities are those actions that change the form, fit or function of the product. Essentially “waste” is anything the customer is not willing to pay for. For example, in the production of our products, the customer is willing to pay for, among other things, the lay-up of fabric on the mold, the cure of a completed lay-up and the painting of tool-side surface. However the customer does not want to pay for the carts used to store parts while they sit in queue between processes, or transportation in these carts back and forth from area to area. Yet these activities have a cost reflected in the price to our customer. Would you as a customer be willing to pay for these activities? Rework or Repair a part. Review and fixing paperwork. Non-destructive testing. Inspection of edge-band thickness and periphery. Remove of backing film from pre-preg materials. Storage and transporting of raw materials to/from freezer. Operator stamping of paperwork Application of fillers and sanding for paint. All these activities consumer resources (labor, materials equipment) but don’t directly contribute to the product. A lean manufacturing strategy focuses on identifying and eliminating waste. Think about your everyday activities, how many actually add-value? Loading / Unloading Scrap Rework/Repair Measuring/Checking Paperwork Repackaging May 6-10, 2002

11 ACM Kaizen Leader Certification Course
Value Added Necessary vs Unnecessary Value Added Non Value Added Necessary Necessary Inspection, checking, follow up, reminding, proof reading, supervising ,recoaching Teaching, coaching, disseminating right information Value Added Non Value Added Not Necessary Not Necessary Operations called out but no longer needed or options. (paint options or tires) Recounting, searching, long set-ups, additional inspection steps, additional paperwork May 6-10, 2002

12 Traditional Improvement vs Lean
ACM Kaizen Leader Certification Course Traditional Improvement vs Lean Original Lead Time Typical Organization VA NVA Traditional Improvement VA NVA Minor Improvement Over 90% of manufacturing lead time consists of non-value added activity with the majority of that time spent waiting in queue for the next process. If this surprises you, think about how long it takes a local tire store to new tires in your car…… minutes? Now think about how long it takes to put on new tires in a Formula-1 Race….10 seconds!! Your local tire store is a perfect example of mass manufacturing and all of its wastes; the F-1 pit crew is an example of how efficient and lean a process can become. Most traditional companies attack lead-time reduction by focusing on the manufacturing processes and by automating manual processes with faster machines or specialized materials. The results are a large investment for a small reduction in lead-time because the value-added activities constitute a small portion of lead-time. Lean manufacturing focuses on the non-value added activities that make up 90% of typical lead-times. As a result large reductions in lead-time can be achieved for little or no cost while simultaneously improving productivity. Less time spent of non-value added activities represents capacity for more value-added production. More output for the same about of labor. Kaizen Waste Reduction VA Major Improvement NVA Time May 6-10, 2002

13 ACM Kaizen Leader Certification Course
YESTERDAY When we add value we also add costs. $$$$$$$$$$$$$$$$ Traditional Principle of Cost: Cost + Profit = Price Cost to Make Profit If we want to make more profit we increase price Price to Customer The challenge is to add value faster than we add costs. If we add costs faster than we add value, then… we may have to lower our price for our products to compete in the marketplace, or we end up losing money no matter what we do. So the first question to ask is – Where are the costs? The costs are hidden in our normal way of doing business. For example, Inefficiencies in how we do the work The cost of expediting orders to get them to the customer when they’re supposed to be there Producing the wrong thing or producing the right thing at the wrong time Or producing too many or not enough OK. Now let’s go back to our question of “Why is Boeing Creating a Lean Enterprise?” May 6-10, 2002

14 ACM Kaizen Leader Certification Course
Today’s Approach to Cost Reduction Lean Principle of Cost: Price - Cost = Profit Price fixed by Customer Cost to Make Profit If we want to make more profit, reduce Waste (Cost to make) Marketplace Pressure Show left hand side first, 1. Determine Price customer is willing to pay 2. Subtract the Cost to produce an item 3. This leaves your profit Under this system if you want to increase your profit, how do you do it? >>> Lower Cost. How do you suppose you lower Cost?? Elimination of Non-Value Added Activity. Elimination of Waste !! May 6-10, 2002

15 ACM Kaizen Leader Certification Course
The challenge We need to be able to do three things well, all at the same time! “Cheaper” “Faster” “Better” Reduce Cost Improve Quality Reduce Lead Time Customer Price Net Margin Production Costs Key Points: In today’s competitive environment, price and lead time can no longer be dictated to the market. The market demands shorter lead times AND lower prices. The market demands ever improving quality. AND the market DEMANDS higher variety! These things are being done every day. The question is HOW, not IF, it can be done. May 6-10, 2002

16 ACM Kaizen Leader Certification Course
Meeting the Challenge 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. Key Points To meet the challenge requires: Changing how we think - and being open to new concepts. Learning about how to get it done. Commitment to DO IT. Getting it done. May 6-10, 2002

17 5S, the foundation for Lean System
Characteristics of World Class Customer-Value Focused People Based System Delivery Cost Quality Cost + Profit = Price Radical Change – Kaikaku Kaizen Workshops Daily Improvements – Standard Work Price – Profit = Target Cost 5S , foundation for Lean System - Visual Management Lean System 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. Kaizen Methodology Relentless removal of Waste L e v e l P r o d u c t i o n JIT JIDOKA 5S / 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 LEAN PRODUCTION SYSTEM Man Material Machine Standard Work Takt Time SWIP Operational Availability 1 piece Flow Pull system

18 5S Definition 5S 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.

19 5S–SIMPLE HOUSEKEEPING
Outlines: 5S as a Foundation of Lean 5S Definition Seiri Sort Seiton – Simplify Seiso – Sweep Seiketsu – Standardise Shitsuke – Self discipline Benefits of 5S as a Visual tool for continuous improvement

20 5S Definition 5S Represents 5 Japanese terminologies Seiri, Seiton,
Seiso, Seiketsu & Shitsuke 5S is a philosophy and a way of organizing and managing the workplace towards an organized, clean, high-performance environment with the intent to improve efficiency by eliminating waste.

21 Benefits of a 5S Environment?
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.” 5S 1st Seiri Sort (Organize) 2nd Seiton- Simplify (Visibility) 3rd Seiso- Sweep (Cleanliness) 4th Seiketsu- Standardize (Adherence) 5th Shitsuke- Self-discipline (Sustain)

22 3rd Class Workplace … Necessary & Unnecessary items are mixed together in the same workplace

23 2nd Class Workplace … Necessary & Unnecessary items had been seperated within identified work area (including inventory)

24 1st Class Workplace … Only Necessary supplies, tools and items are stored in the Work Environment.

25 Where are we today Lets take a quick look

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

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

28 1st Seiri (Sort) To take out unnecessary items either sort , red tag or dispose them Unnecessary: Unsafe Defective Obselete or outdated Unused Extra or duplicate Necessary: Used for daily work Used periodically I am the source

29 1st Seiri (Sort)

30 5’S Red Tag Red Tag Sample 5S Red Tags are used to keep the process of change going throughout the 5S program while remaining organized in the process. These 5S Red Tags are used for visual management of a workspace, clearly marking items that need to be moved creating workplace organization.

31 2nd Seiton (Simplify) 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.

32 2nd Seiton (Simplify) Label & shadow board 5S Map to decide location "Anyone should be able to easily understand proper arrangement and abnormalities."

33 3rd Seiso (Sweep) To clean your workplace completely so that there is no dust anywhere

34 3rd Seiso (Sweep) Tools: 5s Assignment Map 5s schedule

35 4th Seiketsu (Standardise)
To maintain a high standard of housekeeping and workplace organization at all times Visual checks to maintain the process

36 S5th Shitsuke (Self Discipline)
To train people to follow good housekeeping discipline independently

37 Why is 5's necessary and practiced in a World Class Facility?
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

38 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 and 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. Team- Together Everyone Achieves More!

39 Phase 1: Planning and preparation
STEP 1: Select area STEP 2: Identify problems Eliminate waste Eliminate bottleneck Implement 5s 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

40 Resource Leveling (Haibun)
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. 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. 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.

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

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

43 Team members Team work and support Kaizen
Train the team on Lean methodologies – 5s, quick changeover, mistake-proofing, cell design and kanban. Arguments that need to be addressed Good on paper BUT…. We can not lower without lowering quality We understand better than anybody.. That lousy ideas, we already tried! Kaizen won’t do any good! It sound good but we still do not want to do it Everything is going just fine. Why change?

44 Following Slides will discuss full Implementation of 5’S.
Thank You!

45 How to champion a 5S Kaizen
Step1,Training:  What is 5S, and why do we want to do it? Step2, Define target: Define the schedule for performing the 5S project. Step3, Implementation: Hold meeting prior to each day’s activities to plan and schedule what will be done (daily). Take pictures: "Before" 5S 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 5S project) Celebrate conclusion of 5-s effort and results!

46 5S LEVEL

47 5S Sample Clean Up Checklist

48 KAIZEN = CONTINOUS IMPROVEMENT
What is Kaizen? KAIZEN = CONTINOUS IMPROVEMENT In Japanese KAI Change ZEN Good IMPROVEMENT WITHOUT ENDING KAI ZEN = Change for better Kaizen event is as much as important as other activities because it is the builiding block of all LEAN Prod. Methology. Lean production is founded on the idea of KAIZEN or Continous Improvement The small, gradual, incremental changes applied over a long period can be add up for a major impact on business in the future.

49 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.

50 KAIZEN at School 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.  Change needs to happen continually in small evolutionary steps. Surely, too, there is need for it in education. By implementing the Kaizen philosophy we can attempt to bridge the educational dichotomy and link the importance of structure with the need for creativity.

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

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

53 The spirit of Kaizen Improvement has NO limits Think how it would work NOT won’t Throw all your concrete head Don’t accept excuses Don’t seek for perfection Kaizen event is as much as important as other activities because it is the builiding block of all LEAN Prod. Methology. Lean production is founded on the idea of KAIZEN or Continous Improvement 10 people’s ideas is better than 1 Ask WHY 5 times Correct the mistake the moment you found Problem gives your brain a chance to work Kaizen with LESS COST or NO COST

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

55 1.Start Recycling 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. Save energy and raw materials Recycling uses less energy than making items from scratch, eg- aluminum can saves 95% energy needed to make new. 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

56 How much does your school waste?
1st 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. How much waste does your school produce? - hard to visualize how much and the sources of it. The average secondary- 22kg/pupil each academic year. Primary schools higher - at 45kg/pupil. 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.

57 Get your recycling collected
2nd Seiton- Simplify (Visibility) 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. 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. 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?

58 How to set your Recycling bins
2nd 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. 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. 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:

59 2Get the Whole school involved
3rd 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

60 3Keep it going 4th 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.

61 4Activity Lesson Plans 4th 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.

62 Waste Audit 5th 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: Hold meetings and training sessions for staff. Organize recycling events, or make recycling a key part of other school events. Incorporate recycling into lessons – why not try the activity lesson plans for inspiration. Reward and praise recycling champions. Join national awards and competitions.  This promotes recycling nationally and keeps up motivation within your school. Liaise with the local press to share your success. Incorporating recycling into the school policy is also an important way to maintain progress

63 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

64 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

65 Timothy Wooi Principal Consultant for Lean Management.
Certified Kaizen Specialist & hands on TPM Facilitator with 30 over years working experience. 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. Develops Tim’s Waterfuel, an alternative fuel supplement using HHO Generator that adds power reducing Co2 emission. An NGO Community worker for Prison, Drug Rehab and leader of CREST North Malaysia, an organization that respond to Crisis & Flood. Timothy Wooi Add: 20C, Taman Bahagia, 06000, Jitra, Kedah Office: H/p: (Malaysia)


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