L3: GP METHODOLOGY / 1 Asian Productivity Organization, Tokyo Overview and Methodological Framework of GP Methodology Guiding Principles of GP GP Methodology GP TechniquesGP Tools

L3: GP METHODOLOGY / 2 Asian Productivity Organization, Tokyo Introduction to GP Methodology The Vicious Cycle of Bad Quality

L3: GP METHODOLOGY / 3 Asian Productivity Organization, Tokyo Introduction to GP Methodology The Conversion Process

L3: GP METHODOLOGY / 4 Asian Productivity Organization, Tokyo KAIZEN Vs. Innovation Introduction to GP Methodology

L3: GP METHODOLOGY / 5 Asian Productivity Organization, Tokyo Continuous Improvement Through PDCA Introduction to GP Methodology

L3: GP METHODOLOGY / 6 Asian Productivity Organization, Tokyo Commitment and Involvement of Top Management The top management plays a critical role in the success of the GP Programme Identify Team Leader Review objectives and Targets Review and approve the implementation plan Identify barriers for implementation and means to overcome Incorporate appropriate changes in management system for continuous improvement

L3: GP METHODOLOGY / 7 Asian Productivity Organization, Tokyo Barriers to Commitment of Top Management

L3: GP METHODOLOGY / 8 Asian Productivity Organization, Tokyo Means of achieving commitment of Top Management

L3: GP METHODOLOGY / 9 Asian Productivity Organization, Tokyo Overview of GP Methodology

L3: GP METHODOLOGY / 10 Asian Productivity Organization, Tokyo Team Formation Team Should be dynamic and involving in nature Member should be drawn as per need analysis Can be a core team and sub-teams in large organizations Core team to supervise the overall GP program and sub team to assist core team on specific tasks. A dynamic, open minded and versatile person should be a Team Leader

L3: GP METHODOLOGY / 11 Asian Productivity Organization, Tokyo For a Large OrganizationFor an SME Sub Team 1 Sub Team 2 Sub Team 4 External Consultant External Consultant Top Management Core Team Overlap of the circles indicate the extent of common interaction Dept. 1 Dept 2Dept 4 Note: In the case of SMEs Top Management will have more participation in the Core Team Note: In large organizations, finance, administration section, utilities and stores are also depts. Core Team Top Management A Sample GP Team for an SME

L3: GP METHODOLOGY / 12 Asian Productivity Organization, Tokyo Walk-through Survey

L3: GP METHODOLOGY / 13 Asian Productivity Organization, Tokyo Information Collection Walk-Through Review Existing Documents One-to-one meetings Organized Information easy to access, update and use Carry out Updates Information Collection

L3: GP METHODOLOGY / 14 Asian Productivity Organization, Tokyo Review Existing Documents

L3: GP METHODOLOGY / 15 Asian Productivity Organization, Tokyo One-to-One Meetings to aid Information Collection

L3: GP METHODOLOGY / 16 Asian Productivity Organization, Tokyo Collection Of Field Data Estimating Water Consumption Install Water Meter Cost / investment Needed time period to order, procure, install and test Could get damaged during use Using Available Information Amount of fabric processed in a batch Number of batches in a day Ratio of fabric to water (Material Liquor Ratio) Wastewater measured by bucket and timer Moisture in fabric was accounted for using calculations based on weight of fabric before and after dyeing process Conclusion: Same purpose achieved in lesser amount of time, easily and without any major investments

L3: GP METHODOLOGY / 17 Asian Productivity Organization, Tokyo Assigning Cost to Waste Streams: A Way to Set Objectives and Targets Cost components typically associated in waste streams are: Cost of raw materials in the waste Cost of product in the waste Cost of treatment of waste to comply with regulatory requirements Cost of waste transportation Cost of waste disposal $

L3: GP METHODOLOGY / 18 Asian Productivity Organization, Tokyo Identification of Problems and Causes 4 Process 4 Water 4 Chemicals 4 Energy 4 Labor 4 Costs 4 Waste Generation 4 Production 4 Capacity Utilization 4 Product Quality 4 Market demand Problems could be with the And, causes could be so many...!! How to identify? WHERE DO WE STAND ?

L3: GP METHODOLOGY / 19 Asian Productivity Organization, Tokyo Identification of Problems

L3: GP METHODOLOGY / 20 Asian Productivity Organization, Tokyo Identification of Causes

L3: GP METHODOLOGY / 21 Asian Productivity Organization, Tokyo Prioritizing Problems to set Objectives and Targets

L3: GP METHODOLOGY / 22 Asian Productivity Organization, Tokyo Setting Objectives and Targets Objectives and Targets should be SMART :  S  S pecific,  M  M easurable,  A  A ttainable,  R  R elevant and  T  T rackable

L3: GP METHODOLOGY / 23 Asian Productivity Organization, Tokyo Hierarchy of Tasks in Generation and Evaluation of GP Options

L3: GP METHODOLOGY / 24 Asian Productivity Organization, Tokyo Reviewing GP Options

L3: GP METHODOLOGY / 25 Asian Productivity Organization, Tokyo Generation of New GP Options Process Modification Equipment Change Material Substitution End-of-pipe Housekeeping GP Options Brainstorming Ishikawa diagram Reuse/recycle GP Techniques GP Tools Process Optimization Technological Change

L3: GP METHODOLOGY / 26 Asian Productivity Organization, Tokyo Screening of GP Options

L3: GP METHODOLOGY / 27 Asian Productivity Organization, Tokyo Evaluation of Options

L3: GP METHODOLOGY / 28 Asian Productivity Organization, Tokyo Collection of Option Specific Information

L3: GP METHODOLOGY / 29 Asian Productivity Organization, Tokyo GUIDELINE OF IMPLEMENTATION PLAN STATING OBJECTIVES AND TARGETS NATURE OF OPTIONS/REUSE, PROCESS CHANGE ETC. ACTION NEEDED FOR IMPLEMENTATION RESPONSIBLE PERSON OR DEPARTMENT TIMING AND WAY OF IMPLEMENTATION

L3: GP METHODOLOGY / 30 Asian Productivity Organization, Tokyo Implementation of Selected Options Trial and small scale implementation Regular meetings and trouble shooting sessions Follow-up and Accountability Allocate resources and schedule the pilot implementation Management support needed Review and refinement of options

L3: GP METHODOLOGY / 31 Asian Productivity Organization, Tokyo Training, Awareness Building and Developing Competence  Assessing training needs  Selecting suitable programs, methods and material  Preparing a training plan (5W1H))  Implementing training programs  Tracking and recording training programs  Evaluating training effectiveness  Improving training program as needed

L3: GP METHODOLOGY / 32 Asian Productivity Organization, Tokyo Ways of Training and Development Off-the-Job Training (Seminars & Lectures) On-the-Job Training Video presentations and Posters Operation Manuals and work instructions Field Visits

L3: GP METHODOLOGY / 33 Asian Productivity Organization, Tokyo Monitoring and Evaluation of Results Parameters affecting the end results Performance indicators for the end result Appraise the performance of the option against the targets

L3: GP METHODOLOGY / 34 Asian Productivity Organization, Tokyo Management Review

L3: GP METHODOLOGY / 35 Asian Productivity Organization, Tokyo Incorporate Changes into Organization’s system of management

L3: GP METHODOLOGY / 36 Asian Productivity Organization, Tokyo Identification of New / Additional Problem Areas for Continuous Improvement