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 16-18 and Apr 25-26.
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..
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.
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
Ideas
..
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
Tangible
Resources
Resource Management within Schools
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


National Standards put forward by the
Teacher Training Agency emphasizes
the importance of good resource
management within schools.

Outline
Delivery
Cost Quality
Continoues Improvement
World Class requirements
- Creating value for customers -
Vision Statement , why?
eg:
To be the center of excellence, renown internationally for
Educational Innovations exceeding expectations of National
Standards put forward by the Teacher Training Agency

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.

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.

Money
People
Space
Large
Equipments
Inventory
Lean Principles
Continuous Improvement
without adding: Cost

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.
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.
Non-Value-Added Activities are WASTE!!
Activities that consume resources, but dont directly contribute to the product.



Cost Reduction by identifying, then eliminating Waste
Lean: The Relentless Elimination of Waste


Lean Organization focus on:


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.


Causes of Waste
What value is
Added by:
Sorting
Counting
Red-Lining
Moving
Expediting
Inspecting
Measuring/Checking
Repackaging
Scrap
Storage
Invoices
Loading / Unloading
Paperwork
Walking
Rework/Repair
Sanding
Non-valued Added Activities
Teaching, coaching,
disseminating right
information
Inspection, checking, follow up,
reminding, proof reading,
supervising ,recoaching
Operations called out but no
longer needed or options.
(paint options or tires)
Recounting, searching, long set-ups,
additional inspection steps,
additional paperwork
Value Added
Necessary
Value Added
Not Necessary
Non Value Added
Necessary
Non Value Added
Not Necessary
Value Added
Necessary vs Unnecessary
Typical
Organization
Traditional
Improvement
Kaizen Waste
Reduction
Original Lead Time
Major
Improvement
Time
NVA
NVA
NVA
VA
VA
VA
Minor
Improvement
Traditional Improvement vs Lean
YESTERDAY
Traditional Principle of Cost:
Cost + Profit = Price
Cost to Make
Profit
If we want to
make more profit
we increase price



Price to Customer
When we add value
we also add costs.
$$$$$$$$$$$$$$$$
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
Todays Approach to Cost Reduction
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
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 dont have to be expensive.

Meeting the Challenge
5S, the foundation for Lean System

Characteristics of World Class
Customer-Value Focused
Delivery
Cost Quality Cost + Profit = Price
Price Profit = Target Cost
People Based
System
Radical Change Kaikaku
Kaizen Workshops
Daily Improvements
Standard Work
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
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
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.
Its sometimes referred to
as a housekeeping
methodology, however this
characterization can be
misleading, as
workplace organization
goes beyond housekeeping.
5SSIMPLE 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
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.
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
1
st
Seiri- Sort (Organize)
2nd Seiton- Simplify (Visibility)
3rd Seiso- Sweep (Cleanliness)
4th Seiketsu- Standardize (Adherence)
5th Shitsuke- Self-discipline (Sustain)


3
rd
Class Workplace
Necessary & Unnecessary items are mixed together in
the same workplace
2
nd
Class Workplace
Necessary & Unnecessary items had been seperated
within identified work area (including inventory)
1
st
Class Workplace
Only Necessary supplies, tools and items are
stored in the Work Environment.
Lets take a
quick look
Where are we today
Why do 5S
What are the 5S ? (Activity)
1
st
S
2
nd
S
3
rd
S
4th S
5th S
5S are 5 necessary
disciplines for maintaining
a visual workplace.
Benefits of 5S
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
1
st
Seiri (Sort)
To take out unnecessary items either sort ,
red tag or dispose them
Necessary:
Used for daily work
Used periodically
I am the source
Unnecessary:
Unsafe
Defective
Obselete or outdated
Unused
Extra or duplicate
1
st
Seiri (Sort)
5S Red Tag
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.

Red Tag Sample
2
nd
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.
2
nd
Seiton (Simplify)
Label & shadow board
5S Map to decide location
"Anyone should be able to easily understand proper
arrangement and abnormalities."
3
rd
Seiso (Sweep)
To clean your workplace completely so that
there is no dust anywhere
3
rd
Seiso (Sweep)
Tools:
5s Assignment Map
5s schedule
4
th
Seiketsu (Standardise)
To maintain a high standard of housekeeping and workplace
organization at all times
Visual checks to maintain the process
S5th Shitsuke (Self Discipline)
To train people to follow good housekeeping
discipline independently
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 isnt necessary

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!
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
Resource Leveling (Haibun)
Resource Leveling
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.

Must Not Must
Go to the
Shop Floor
Think of at
least 7 ways
to do better
Kaizen your
Standard Work
Have a vision
Observe the process
Find the Waste
Provide the
right tools
Set goals
Communicate
direction
Hide in the
office
Create smoke
screens
Grovel Be clueless
Throw fits
Give up
Blame the
worker
Blame the Measure
Tamper with
the Measure
Cover up
Stress out
Throw People at Problems
Flex
Muscles
Show Boat
Empower the Team
Celebrate Success
Lead by Example
Intimidate
Quality of a GOOD Leader
BEFORE KAIZEN
1. Select the team members
2. Gather information necessary for the event
Event objectives
Layout, flow charts, process sheet
Cycle time vs takt time charts
Target
3. Prepare the area for the event
Materials, Equipment & Support people

DURING KAIZEN EVENT
1. Keep update on what everyone is doing
2. Chart takt time and cycles time during time studies
3. Coordinate for final presentation

AFTER KAIZEN
1. Compile hard copy
2. Complete follow up checklist (Kaizen Newspaper)

Team leader checklist
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.
Following Slides will discuss full
Implementation of 5S.
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 days 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!
Sorting Necessary and unnecessary items are mixed together in the work area
Simplifying Tools, supplies and materials are randomly located
Sweeping factory or office equipment is in poor repair. The work area is disorganized, unsafe and inefficient
Standardizing Work area and processes are not documented and work is completed as individuals not teams
Self-Discipline minimal attention is spent on the work environment in organization, cleanliness and neatness. There is no 5S awareness
Sorting Necessary and unnecessary items have been separated within the identified work area (including excess inventory)
Simplifying A designated location has been established and agreed to for items found necessary from sorting
Sweeping Physical and visual sweeping is being implemented to maintain and improve work area organization, cleanliness and neatness
Standardizing Sorting, simplifying, and sweeping documentation has begun and is readily available and visible to area users
Self-Discipline Area users understand the basic 5S principles and are attempting to follow and implement 5S. Teamwork has begun.
Sorting Only necessary supplies, tools and equipments are stored in the work environment
Simplifying
Visual controls are in place to keep the necessary organized. Work processes are being simplified for competently skilled
employees
Sweeping
Work/break areas are physically and visually cleaned and inspected on a regular basis to ensure area safety, equipment
functionality, supplies and work place organization is in a ready to use state
Standardizing
The work environment is standardized to an organizational level. Sorting, simplifying and sweeping activities have been
documented and are visual and easily understood. Work processes are discussed, standard work is being implemented and
improved upon.
Self-Discipline
All 5S agreements and practices are part of daily management. Area users clearly keep the work environment neat & organized.
Teamwork is evident.
Sorting
A dependable, documented method has been established to maintain the work area free of unnecessary items and stocked with
what is necessary. Shop environments have established Lean Manufacturing Technology.
Simplifying A dependable, documented method has been established to maintain a visual control of all necessary items and processes
Sweeping
A dependable, documented method has been established for area users to follow, fix and review work, tools, equipment and the
environment.
Standardizing
Work processes and work environments have been documented for peak efficiency. Improvements are shared with others as they
occur.
Self-Discipline The area users understand and follow all 5S documentation. The team is striving to improve the work environment and processes.
Sorting Employees continually review the work environment to seek and improve what is necessary or unnecessary
Simplifying Employees continually review the work environment to seek and improve visual understanding and simplifying of processes
Sweeping Employees continually review the work environment to seek and improve ways to prevent cleaning and maintenance
Standardizing Employees continually review the work environment to seek and improve workplace organization and standard work processes
Self-Discipline
All 5S practices are followed by 100% of area users. All area users understand and continually seek to update and improve upon
all 5S activities. Teaming is an inherent part of the work culture.
L
e
v
e
l

5
L
e
v
e
l

1
L
e
v
e
l

2
L
e
v
e
l

3
L
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v
e
l

4
5S LEVEL
5S Sample Clean Up Checklist
No Process and Checkpoint Total Previous Total % (+ / - )
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Area: Page of
Entered by:
5S - 5-Point "Cleaned-Up Checklist"
Sort Simplify Sweep
Date:

What is Kaizen?
KAIZEN = CONTINOUS IMPROVEMENT
IMPROVEMENT
WITHOUT
ENDING
In J apanese
KAI
Change
ZEN
Good
KAI ZEN = Change for better
The small, gradual, incremental changes applied
over a long period can be add up for a major impact
on business in the future.

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 its 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.
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.
Why Kaizen?
To continuously eliminate waste without removing
the value added activities in the process
Processing
Transportation
Waiting
Movement
MUDA
Take all
FOUR
I
nee
d
ON
E!
Defects
Over
Production
Inventory
How to Kaizen
Gradual, unending improvement,
doing little things better every day,
setting and achieving ever higher
standards
Focus on doing
The spirit of Kaizen
Throw all
your concrete
head
10 peoples
ideas is
better than 1
Kaizen with
LESS COST
or NO COST
Think how it
would work
NOT wont
Dont seek for
perfection
Correct the
mistake the
moment you
found
Improvement
has NO limits
Dont accept
excuses
Ask WHY 5
times
Problem gives
your brain a
chance to work
Recycling Kaizen using 5S
Start recycling


Get the whole school
involved

Keep it going


Activity lesson plans

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

How much does your school waste?

Waste Audit to determine
- where certain types of waste are produced
-enable you to position your recycling points effectively.
- its 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.


1
st
Seiri- Sort (Organize) to find out how much waste is produced
Get your recycling collected

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 dont 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 schools health
and safety representative.
Budget considerations Recycling service cost?
offset against savings in Waste Collection?
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 schools 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:


How to set your Recycling bins

2nd Seiton- Simplify (Visibility)
2Get the Whole school involved
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

3rd Seiso- Sweep (Cleanliness)
3Keep it going
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.
4th Seiketsu- Standardize (Adherence)
4Activity Lesson Plans

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.
4th Seiketsu- Standardize (Adherence)
Waste Audit

Carry out a follow-up audit to help monitor
the progress of your schools 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


5th Shitsuke- Self-discipline
(Sustain)
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
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





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 Tims 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,
J itra, Kedah
Email: timothywooi2@gmail.com
Office: 04 9171476
H/p: 019 4514007 (Malaysia)