Prty. Code Seq. Activity Name Resp.

Comment
1 2ST1 Strategy Deployment
1 Understand the process for deploying improvement strategies.
Obtain copies of improvement strategies that have been developed for
2
operations and other departments at the site.
Ensure that improvement strategies are in a format that enables effective
3 deployment and visualisation of Key Performance Indicators (KPIs) and
targets.
2 2ST2 Visual Display Standards
Understand the essential elements of visual displays, types of visual
1
displays, and the role of displays in supporting improvement activities.
Taking into account corporate guidelines, establish a standard approach to
2
visual displays for the site.
Ensure that the site has a budget to support the implementation of
3
displays.
3 2ST3 Benchmarking Approach
1 Understand the progression logic of benchmarking in TRACC.
Ensure that historical benchmarking is being applied within your
2
department.
Participate in site-wide benchmarking activities that are organised and
3
coordinated through the OA TRACC.
4 2ST4 Literacy and Numeracy
Assess the literacy and numeracy levels at the site by doing a first-cut
1
assessment.
If a more comprehensive assessment is needed, ask the HR department for
2
assistance.
If it becomes clear that there is a literacy and numeracy problem, this must
3 be addressed with the Site Steering Committee (SSC) and an action plan
put in place.
5 2ST5 Information Sharing
Identify the information needed by work teams to be able to make
1
informed decisions and effect improvement.
Discuss these requirements with the Site Steering Committee (SSC) and
2
identify potential obstacles.

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 3 Make a policy decision regarding transparency of information.
4 Communicate this to all managers.
5 Monitor the situation and deal proactively with any problems.
1 2IA1 Implement Management Visual Displays
Review the visual management requirements of the current daily
1
management system at the site.
2 Review the visual standards for the site set by the SSC.

Consider any training that might be required for managers or other

3
employees in relation to data that will be used and displayed — where
applicable, run an Analysing Overall Equipment Effectiveness Workshop.
Arrange a working session with members of the SSC, the Implementation
Task Force (ITF), and DOR to establish an implementation plan for
4 management visual boards — monitor this plan to its conclusion and
ensure that the SSC owns the responsibility of ensuring management
boards set the standard for the site.
2 2IA2 Define Team Key Performance Indicators
Understand the characteristics of work team KPIs, the PQCDSEM
1
framework, and how team KPIs are derived.
Obtain the loss and waste analysis that has been completed for the area —
2
this is undertaken through the Focused Improvement TRACC.
Arrange an implementation task force working session with relevant
3 managers and team leaders to determine KPIs for the team using the loss
and waste analysis and department KPIs.
4 Clearly define and document the KPIs which are selected.
3 2IA3 Set Team Performance Targets
Obtain the loss and waste analysis for the area and, for the selected KPIs,
1
the historical performance of the team.
Together with relevant managers, develop and document targets for each
2
of the KPIs.
For certain KPIs, determine triggers that will launch problem-solving
3
events.
Prepare to introduce the team targets during a team building workshop
4
(provided for in the Teamwork TRACC).

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4 2IA4 Formalise the Measurement Plan
1 Develop a measurement plan.
2 Decide how to collect the data.
3 Communicate the plan.
Develop a process for giving feedback on performance and non-
4
conformance.
5 Monitor and update the plan.
5 2IA5 Install Team Scoreboards
Review the visual display standards set by the SSC and the management
1
visual displays that were set up earlier in this stage.

Decide how work team performance information will be visually displayed

2
while remaining aligned to KPIs at the department (tier 2) level. Create a
mock-up of the board and decide on the best location for the board.
Consider if any data will also be displayed electronically and how this will
3
be managed alongside the data on the scoreboards.
Install one or more boards and begin updating in accordance with the
4
measurement plan.
6 2IA6 Train the Team in Visual Management
1 Understand the role of visual management in team meetings.
2 Review the overview of the relevant TRACC training workshop.
Customise the training materials and conduct the training, assessing
3
participants' learning after the training.
7 2IA7 Visualise Machine Data
Identify processes or machines where performance information is critical
1
to team Key Performance Indicators (KPIs).
Assess the options in terms of how best this data can be visualised —
2
whether electronically or manually.
Implement the preferred option, providing coaching and support to the
3 operators on in-conformance and out-of-conformance parameters as
required.
4 Confirm a short interval control process.
Ensure that operators on key machines are trained to undertake short
5
interval control.

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 8 2IA8 Review Site Visual Displays
Document what aspects of the site's activities are currently visualised for
1
employees and visitors.
Convene a working session with a cross-section of management and
2 employees to discuss what other site-level information should be visually
displayed and its intended impact.
If appropriate, consider including 'trouble' (andon) lights in production
3
areas.
Develop a plan with recommendations for consideration by the Site
4 Steering Committee (SSC) to implement site-level displays — carefully
consider cost and benefit.
9 3IA1 Review Management Visual Displays

Assess the current approach to displaying department and cross-functional

1
information, ensuring that this supports the site's daily management
system and follows the standards set by the Site Steering Committee (SSC).

Arrange a working session with members of the SSC, the Implementation

2 Task Force (ITF), and Daily Operations Review (DOR) to review the display
of KPI performance over the past period, ensuring that about five to eight
KPIs are exceeding trigger levels on a repeated basis.
Revise management and cross-functional displays, ensuring that
3 performance information is displayed on critical graphs according to
relevant triggers.
Put in place action plans to ensure improvement in KPI performance over
4
time.
10 3IA2 Expand Team KPIs
Review current work team KPIs in the light of new business or regulatory
1 requirements, the site, or progress on department loss and waste
reduction.
Formulate an adjusted set of KPIs for discussion during the team
effectiveness review session (covered in the Teamwork TRACC) — consider
2
those that lend themselves to causal analysis and potentially include
aggregated KPIs.

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 3 Update the measurement plan to reflect all the agreed changes.
4 Review the layout of the work team scoreboards and adjust if needed.
11 3IA3 Review Team KPI Targets
1 Decide which KPIs need new targets to be set.

2 At the team effectiveness review session (provided for in the Teamwork

TRACC), present the findings of the comparative benchmarking exercise.
Use the source information to decide on the new targets and engage the
3
work team members on these targets during the session.
12 3IA4 Expand Visual Measurements at Processes and Machines
Review progress on the site's digital transformation plan regarding real-
1
time production data.
Review the measurement plan and consider areas where the improved
frequency of data collection and visualisation would have a significant
2
impact on selected KPI performance and improvement — address these
opportunities through new systems or revised manual methods.
Introduce new and additional process control mechanisms and practices
3 that will support increasing the rate at which non-conformances are
identified and addressed.
4 Revise the measurement plan.
13 3IA5 Create Team Ownership of Scoreboards

With the work team members, discuss what owning a scoreboard means
1
and agree in principle that they will become fully responsible for updating
their boards which will now include non-production information.
Agree with who will take responsibility for the updating and how coaching
2
will take place.
Where required, consider how team boards can be aligned with electronic
3
displays and digital dashboards.
Where there are significant problems to work teams owning their boards,
4
formulate an action plan to address these problems.
Monitor the team boards and, if necessary, take corrective action and
5
provide additional training and coaching.
14 3IA6 Introduce Performance Feedback Sessions

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 1 Discuss the introduction of performance feedback sessions with the work
teams, explaining the benefits and gaining agreement on their necessity.
Gain agreement from the relevant managers, by motivating the benefits of
2
these sessions.
Establish the performance feedback sessions and define rules for their
3
frequency, participation, follow-up support, and action plans.
15 4IA1 Introduce Predictive KPIs
1 Consider the opportunities for introducing predictive work team KPIs.
Consider how specific customer requirements can inform new KPIs, to
2
differentiate between order winners and order qualifiers.

3 Consider opportunities for interlinking KPIs with teams in other sections, to

enhance cross-team collaboration and supply chain integration.
Consider how the journey to self-direction will be measured and assessed,
4
and what KPIs might suit this purpose.

5 Finalise and agree on the KPIs for work teams, ensuring that these remain
balanced and aligned with the KPIs of the relevant departments.
16 4IA2 Align Team Targets to Global Benchmarks
1 Decide which KPIs need new targets to be set.

2 At the team effectiveness review session (provided for in the Teamwork

TRACC), present the findings of the external benchmarking exercise.
Ensure that the team members select certain targets that match global
3
benchmarks.
Develop a standard process with the work teams to review targets
4
regularly against benchmarks.
17 4IA3 Fully Automate Data Capture and Visualisation
For each Key Performance Indicator (KPI), ask team members to indicate
1 where data collection, processing, and visualisation are manual and analyse
where automation would add the most value.

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 Working with the organisation's IT or instrumentation specialists, propose
2 several different options to automate data capture, processing, and
visualisation.
With IT, formulate an action plan to automate the data capture and
3
visualisation, with budgets, benefits, and proposed time frame.

4 With IT, implement the plan and continue to review the effort expended
on data capture, in an ongoing process to drive continuous improvement.
18 4IA4 Improve Team Access to HMI Devices
Review the range of HMI devices currently used by team members at the
1
site and the range available on the market.

Convene a working session with the necessary IT support and external

2
service providers to determine opportunities for extending the use of HMI
devices, considering automated data collection, analysis, and display.
Determine the costs for the selected HMI options and build a business case
3
for submission to the Site Steering Committee (SSC) for approval.
4 Support the implementation of the plan approved by the SSC.
19 4IA5 Drive Knowledge Sharing and Digital Skills
Clarify the current operations of the organisation's learning and KM
1
systems.
Conduct an exercise with team members to establish where gaps exist in
2 providing real-time access and self-learning that supports problem-solving
and continuous improvement.
3 Where gaps are identified, brainstorm potential solutions.
Develop some insight into the digital competencies required for team
4 members (operators and technicians) to support the broader competency
development processes.
With the support of HC, develop a broad competency framework that
5 addresses the digital competency requirements of team members going
forward.

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 Put together a report for the Site Steering Committee (SSC) that highlights
the following: opportunities to improve current learning and KM systems
6
to support team members; and digital competencies needed by team
members.
20 5IA1 Extend Team Access to Financial and Supply Chain Data

1 Review the vision for work teams (Stage 5), responsibility allocation matrix,
and team performance contract developed in the Teamwork TRACC.
Assess the types of financial and operational information required by work
2 teams to support their KPIs and targets, defined in the team performance
contract.
Consider how work teams can best be linked into current supply chain
3 networks and control towers to establish maximum visibility across the end-
to-end supply chain.
21 5IA2 Secure Total Team Performance Alignment
1 Understand the concept of total performance alignment.
Review the alignment of the KPIs in the team performance contract with
2
broader business requirements.
Map and review the extent to which the team KPIs match those of the
3 team's immediate suppliers and customers as well as those of extended
suppliers and customers.
With the team members, refine the team KPIs to most optimally secure
vertical and horizontal alignment without compromising on the team
4
keeping control over these KPIs. KPIs will be fashioned around on-time
delivery, flexibility, and cost.
Select certain KPI targets with the team members where the expectation is
5
that global targets will be exceeded.
Ensure that there is ongoing engagement with the team so that it achieves
6
and sustains the targets which have been agreed.
22 5IA3 Introduce Prescriptive Analytics for Processes and Machines
Review developments in predictive analytics technology and its potential
1
application to data accuracy and team effectiveness.

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2 With the input of IT, develop proposals for areas where predictive and
prescriptive analytics would have the biggest impact at the workplace level.

3
Submit this thinking to the Site Steering Committee (SSC) for consideration.
Support the process of rolling out predictive and prescriptive analytics
4
systems at the workplace level.
Ensure that managers and work teams are skilled to sustain the
5
introduction of these new systems.

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