Overview - TRACC - Powering Continuous Improvement

INTEGRATIVE IMPROVEMENT SYSTEM 

OPERATIONS TRACC PRODUCT PORTFOLIO 

OPERATIONS 

TRACC 

people practices results 

1 

POWERING 

continuous 

improvement 

in over 1000 operations, in 65 countries, in 14 languages

“ 

TRACC creates the motivation for everyone to become involved in best 

practice. It creates the environment for sustainable benefits. Rich in material, 

the beauty of TRACC lies in its ability to solve complex issues in a simple way. 

Integrative 

Improvement 

System 

Roelf Duursema, Operations Director, CCU, Santiago, South America 

“ 

“ 

TRACC has a clear road map and plan to transform our plants in Mexico 

from good to great, giving us the methodology and foundations to be 

sustainable in the future, in order to create a competitive advantage for 

Kellogg’s Latin America. 

Fernando Teixeira, Supply Chain Director, Kellogg’s, Australia 

“ 

Integrative 


System 

“ 

In the first six months of the TRACC roll-out we got no return, but you 

have to trust the process. In the first 12 months, a 200% return. In the first 

two years, a 400% return. Today we do 35–50% better on EBIT than our 

competitors. We have the same costs as our competitors and produce twice 

as much as they do on the same lines. Our target is to be 25% better on EBIT 

and every year we are consistently exceeding that target. 

Stanislaw Wasko, Chief Operating Officer, Can-Pack SA, Europe 

“ 

Integrative 


System 

“ 

When Heinz started designing a Global Performance System (HGPS), we 

realised that we had to enable ‘everyone’ to positively impact productivity and 

quality. To do this we needed to provide our operations with a fully integrated 

production system that would drive productivity and excellence across our 

entire supply chain. The only system that matches our needs is TRACC. 

Tamer Abuaita, Director — Business Transformation, H.J. Heinz, 

“ 

Integrative 


United States of America 

System

DPS is powered by TRACC 

“ 

I’m a big believer in the DuPont Production System (DPS). We have to 

be very productive in manufacturing in today’s dynamic and competitive 

global marketplace and DPS allows us to do that. With DPS we engage our 

workforce in its entirety. DPS allows us to speak with each other using 

a common language so together we can drive and sustain world-class 

operations performance. 

Ellen Kullman, Chief Executive Officer and 

Chair of the Board, DuPont Headquarters, United States of America 

“ 

Integrative 


System 

“ 

SABMiller has enjoyed a 20-year journey with TRACC — one of trial and error, 

capturing what works and tackling challenges together. The TRACC team is a 

great partner and sounding board, always bringing new knowledge, thinking 

and ideas into our organisation, helping us to test out new thinking. 

Ed Koch, Head of Manufacturing Development, SABMiller, United Kingdom 

“ 

Integrative 


System 

“ 

There can be no doubt that our plants present better since the introduction of 

Manufacturing Excellence (TRACC). 

Integrative 

Fonterra, New Zealand 


System 

Brent Taylor, General Manager, New Zealand Manufacturing, 

“ 

SOME GLOBAL TRACC CLIENTS: 

FOOD AND BEVERAGE: 

MINING AND MINERALS: 

CHEMICALS, PACKAGING 

AND PHARMACEUTICALS 

BOTTLERS

OPERATIONS TRACC 

PRODUCT PORTFOLIO 

INDEX 

Operations TRACC Suite Overview 

02 - 09 

Operations TRACC Methodology 

Operations TRACC Languages 

10 - 13 

13 

Operations TRACC Capabilities and Components 

14 -17 

digiTRACC 

digiTRACC Functional Capabilities 

18 - 22 

18 

TRACC Research and Development (R&D) 

23 - 24 

New Products in Development 

Operations TRACC V5.1 

Supply Chain TRACC V3 

25 - 39 

25 - 29 

30 - 39



INDEX 

TRACC Multi-site 

Implementation Structures 

TRACC Implementation Methodology 

Operations TRACCs 

Leading and Managing Change 

Environment, Health and Safety 

Teamwork 

5S 

Visual Management 

Focused Improvement 

Autonomous Maintenance 

Asset Care 

Set-up Time Reduction 

Quality 

40 - 44 

43 - 44 

45 - 65 

46 - 47 

48 - 49 

50 - 51 

52 - 53 

54 - 55 

56 - 57 

58 - 59 

60 - 61 

62 - 63 

64 - 65 

Training Methodology 

TRACC Training Matrix 

Training Methodology 

66 - 71 

67 

68 - 71 

Implementation Structure Workshops 

Executive Leadership Committee (ELC) Workshop 

Site Steering Committee (SSC) Workshop 

Master Trainer of Trainers (MTOT) Workshop 

Training of Trainers (TOT) Workshop 

Implementation Task Force Planning Workshop 

72 - 79 

73 

74 

75 

76 

77 - 79 

Team Leader Training 

The Role of the Team Leader 

Coaching Skills for Team Leaders 

Interpersonal Skills for Team Leaders 

Leading a Team Meeting with Visual Management 

Managing 5S 

Facilitating Situational Problem-solving 

80 - 86 

81 

82 

83 

84 

85 

86



Team Training 

World Class Operations (WCO) Induction 

Environment, Health and Safety (EHS) Awareness 

Hazard Spotting 

Team Building 

Productive Team Meetings 

Introduction to World Class Operations (WCO) 

Interpersonal Skills for Teams 

5S 

Introduction to Ergonomics 


Overall Equipment Effectiveness 

Loss and Waste Awareness 

Autonomous Maintenance Steps 0, 1 and 2 

Autonomous Maintenance Steps 3 and 4 


Quality 

Introduction to Statistical Process Control 

87 - 104 

88 

89 

90 

91 

92 

93 

94 

95 

96 

97 

98 

99 

100 

101 

102 

103 

104 

Specialist Workshops 

High Performance Coaching 

Work Team Design 

Ergonomic Principles and Design 

Facilitating Profit Improvement Projects 


Asset Care Strategy 

Asset Care for Managers 

Fast TRACC RCM 


Quality Management 

Statistical Process Control 

Leader Standard Work 

Strategy Deployment 

What Does Good Look Like (WGLL) 

TRACC Publications 

105 - 118 

106 

107 

108 

109 

110 

111 

112 

113 

114 

115 

116 

117 

118 

119 - 121 

122 - 125

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OPERATIONS 



Operations TRACC Methodology 

Operations TRACC Suite Capabilities 

Operations TRACC Components 


digiTRACC Functional Capabilities 

TRACC Multi-site Implementation Structures 



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O V E R V I E W 

OPERATIONS 


INTEGRATES BEST PRACTICES 

AND DEVELOPS PEOPLE 

FOR SUSTAINABLE RESULTS 


Integrative Improvement (ii) is the new approach to 

sustainable Continuous Improvement (CI). Without an ii 

approach, performance improvement using methodologies 

such as Lean and Six Sigma are not sustainable. Integrative, in 

the sense of CI, must pertain to each and every part of your 

organisation including its people, processes and systems. 

Simply put, to improve everything, everything must improve. 

TRACC is an Integrative Improvement System (iiS) that integrates functional and processbased 

best practices and develops people, transforming an organisation to achieve 

sustainable results. 

TRACC provides organisations with a self-directed best practice implementation and performance 

improvement solution that is completely integrated and codified. It is supported and guided by TRACC 

experts who focus on transferring competency and imparting specialist skills, thereby building internal 

capability to sustain world class performance standards across multiple operating units and sites. 

OPERATIONS TRACC SUITE OVERVIEW 


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OVERVIEW 

With TRACC, your people own the implementation process and can deploy ii 

across multiple operations simultaneously, leveraging TRACC’s availability across 

14 languages with its web-based digiTRACC services. 

The tried-and-tested framework design of TRACC engages the entire workforce through training and 

awareness workshops. This ensures that ii becomes ‘the way we do work’, as well as builds competence 

and develops talent in order to sustain ongoing operational improvements. 

TRACC integrates all improvement processes and systems (WCM, TQM, TPM, Lean, and Six Sigma) 

into one cohesive system, rather than treating them as separate ‘swim lanes’. It also aligns practices to 

KPIs, ensuring sustainable results on your world class journey. The holy grail of world class can only be 

attained and sustained when performance and practices are aligned and integrated. 

TRACC best practices have been divided into five stages of maturity, broadly following the structure 

below. This enables an organisation to pursue the road to excellence in manageable stages, rather than 

being overwhelmed by the enormity of the task. 

Once you have assessed your organisation on each best practice, you will be able to select the TRACCs 

required to move your organisation’s performance to the next stage. Each stage in TRACC has 

various Implementation Actions (IAs) and Stop ’n Thinks (S’nTs) that provide a structured, tried-and-tested, 

step-by-step guide in order to succeed in the roll-out of your world class journey. 

Y = PERFORMANCE 

Organisations unable 

to sustain performance 

Poor performing 

organisations 

WORLD 

CLASS 

Organisations 

with potential 

X = PRACTICE, SYSTEM AND PEOPLE IMPROVEMENTS 



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OVERVIEW 

NO BEST 

PRACTICE 

STABILISATION 

AND AWARENESS 

OWNERSHIP AND 

IMPROVEMENT 

REFINEMENT AND 

TECHNOLOGY 

WAY OF LIFE 

WORLD CLASS 

• Assess your best practice status against world class standards 

• Map your step-by-step ii plan 

• Implement your plan against a proven integrated methodology 

• Measure your progress and benchmark your operations 

• Building internal capability to ensure that ii is not an intervention, 

but ‘the way we do work’ 

TRACC Innovation, Research and Development (R&D) 

Innovation is the lifeblood of TRACC. To ensure that TRACC is constantly at the cutting edge and aligned to 

the latest global competitive drivers, a TRACC Product Development team continuously updates TRACC in 

collaboration with its global client base and channel partners. 

Content Development 

TRACC Development works closely with its 

consulting teams, business and development 

partners, and its global client base to develop and 

refine TRACC content. We employ technologies 

such as social media and online discussion 

forums, as well as collaboration tools running 

parallel with conventional research methods, to 

constantly scan industries for changing practices, 

new processes and emerging trends. In addition 

we have established ties with a number of leading 

academics, thought leaders, as well as research 

and professional bodies. We also engage in 

development partnership agreements with subject 

matter experts in particular practices and fields 

to add to our TRACC knowledge base. 



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OVERVIEW 

Adapting development practices spearheaded by software giants such as Apple Inc. and Microsoft, 

our new products are first released in BETA to existing clients for testing and refinement before final 

release into the global market. 

TRACClog 

In 2010 a TRACClog system was deployed to provide clients, consultants 

and business partners with a system to log queries, report problems and 

contribute innovative ideas for product enhancement. This ‘real time’ online 

system allows TRACC Development to capture and process these ideas in a 

single system and provide clients with ongoing feedback. 

• Product Upgrades 

The content of the Operations TRACC Suite is thus constantly evolving with the release of 

version upgrades every three to four years. 

• Product Extensions 

New TRACCs are constantly in development and the range is being extended to other best 

practices, processes and functions in the business environment. During 2011 the Development 

team is focusing on creating a complete suite of 12 Supply Chain TRACCs and four product 

extensions to the Operations TRACC Suite. These products will be launched in 2012. 

System Development 

digiTRACC, TRACC’s overarching web-based 

digiTRACC application, uses the ASP.Net platform 

with a Microsoft SQL database 

back-end. It is in a perpetual state of innovation and 

development owing to the fact that any digiTRACC 

user can provide direct feedback to the Development 

team through the Log Feedback function in the 

application. This feedback can include suggestions 

for functionality enhancements, or logging a support 

request. All feedback is collated and the resultant 

updates are deployed approximately every six 

months. Urgent enhancements to the software can 

be deployed as ‘hotfixes’ when required. 

System training for new and existing clients is 

provided via e-learning modules, exercises and 

interactive WebEx sessions. A detailed User Manual 

and technical overview provide additional support. 



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OVERVIEW 

Training Development 

TRACC Development employs a team of Instructional Designers 

(IDs) who create and design all TRACC Training Workshops. 

Instructional design is the process whereby instruction is 

improved through the analysis of learning needs and systematic 

development of learning materials. Instructional designers 

often use technology and multimedia as tools to enhance 

instruction. The art of good instructional design is not to 

remove content but to present even the most complex content 

in a user-friendly and creative way, for the benefit of the learner. 

TRACC IDs assess learner level, then determine their needs, 

before defining the end goal of instruction, and creating 

TRACC Training Workshops according to their findings. These 

workshops aim to improve the skills of your people, as well 

as positively influence their attitudes by empowering them 

for organisation-wide, self-directed implementation of TRACC 

best practices. TRACC’s instructional design is rooted in 

cognitive and behavioural psychology as it has to ensure that 

people are not merely upskilled, but are energised, engaged 

and empowered to own and be accountable for the 

improvement journey. Each TRACC upgrade goes hand-in-hand 

with training workshop upgrades. 

Instructional design is 

the process whereby 

instruction is improved 

through the analysis of 

learning needs and 

systematic development 

of learning materials. 

““ 

Social Media Collaboration 

TRACC’s What Does Good Look Like (WGLL) online community of best 

practice uses social media technologies to turn communication into 

interactive dialogue between users the world over. This platform opens up social 

conversation between clients, TRACC Development and TRACC users. 

WGLL houses a visual studio where users can upload examples of best practice in their operations 

and share useful tips and tools used on their improvement journey. WGLL enables users to access 

photographs, templates and examples of best practice from leading operations across the globe. 

Examples range from a broad spectrum of industries including Food and Beverage, Healthcare, 

Mineral Processing, and Packaging. The Visual Studio illustrates what manufacturing best practice looks 

like at various stages of maturity and is a great reference tool for when your people ask “What does 

world class look like” 



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OVERVIEW 

WGLL also provides users with access to the WGLL Journal — a yearly eBook packed with case studies 

from leading global companies as well as thought leadership articles geared towards implementation 

of best practice and organisational strategy. 

Users can share ideas and ask questions via our WGLL discussion forum. This forum was developed 

to provide improvement practitioners and interested parties with a platform on which to engage with 

like-minded individuals on topical issues as they arise. WGLL membership also provides users with access 

to the WGLL Resource Centre — a rich source of multimedia intellectual property for free download such 

as podcasts, videos, case studies, articles, white papers and presentations. 

WGLL can be accessed via free membership on the TRACC website: www.etracc.net. 

TRACC’s daily tweets ensure that followers are informed the minute new 

thought leadership articles, client news or value-added services become 

available. Follow us on twitter.com — @eTRACC 

TRACC Centre of Excellence (CoE) 

The TRACC Centre of Excellence (CoE) is the latest 

addition to TRACC. It is mandated to ensure 

standardised, world class implementation of the 

TRACC product offering. The CoE is positioned 

to service TRACC Product Development, TRACC 

clients and TRACC implementers (consultants, 

business partners and master facilitators). 

The initial focus of the CoE is to build and measure implementation capacity. This is managed through 

a corporate university (powered by digiTRACC) which enables implementers to assess and build 

their capability to implement each TRACC. It is supported by discussion forums which are monitored 

by a group of highly skilled TRACC-specific SMEs. Over time, this service will be extended to include 

internal implementation resources within our clients. 

Other functions of the CoE include: 

• Central management of training accreditation 

• Master Trainer support and networking centre 

• Custom training solutions to meet client-specific needs 

• TRACC Alliance design and support 



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OVERVIEW 

>>>>> Why TRACC 

TRACC enables you to: 

• Rapidly roll-out a tried and tested process that is immediately available to all of your global 

operations in 14 languages 

• Assess your best practice maturity, ensuring quick identification of profit improvement 

areas/projects across all of your global operations 

• Codify and index generic best practice standards that create a common structure for all to 

follow, ensuring that everyone moves in the right direction together, and therein eliminating 

pockets of excellence 

• Develop your people to ensure that your entire workforce bcomes upskilled in best practices 

and are empowered to own the process 

• Make your teams accountable for improving standards and inspire them to add 

‘evidentiary standards’ into digiTRACC, thereby creating a visual standard and definition of ‘what 

good looks like’ across all of your global operations 

• Customise the content by adding company-specific materials and customise or add 

comments to the generic materials in the system to ensure your company terminology and 

processes are carried forward 

• Collaborate with other companies traveling the same journey and because they are 

implementing the same implementation actions, benchmarking with them means comparing 

‘apples with apples’ 

• Gain good visibility into performance and practices at every location via the web-based 

digiTRACC system 



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OVERVIEW 

TRACC benefits: 

Augmented Benefits 

• It integrates all improvement projects into one measureable improvement system 

• TRACC can be implemented across multicultural and multilingual environments 

• Manufacturing experts with extensive industry experience have shop floor credibility 

• Training builds internal capability and creates enthusiasm 

• Its tried-and-tested roll-out creates early wins to ensure buy-in 

• Roll-out to multiple plants is facilitated by internal resources 

Expected Benefits 

• Reduced costs, improved yields, increased throughput 

• Sustainable results 

• Consistent implementation across plants 

• Integration of all best practice initiatives into one platform 

• Development of internal capability for roll-out 

• Effective change management processes 

• Creation of a skilled and motivated workforce 

• Rapid capability development results in a rapid internal roll-out capability 

Core Attributes 

• Self-implementation builds capability to manage operational efficiency 

• The integrated and codified production system ensures consistent standards 

• Best practice project plans are measurable across all operations 

• The focus on execution creates rapid results 

• Multiple languages (14 in total) 

• Best practice knowledge is shared, making it ideal for multi-site implementation 

• TRACC embeds a culture of excellence versus a quick-fix mentality, ensuring 

sustainable results 



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M E T H O D O L O G Y 

OPERATIONS 


METHODOLOGY 

Embedding best practices and ensuring that all 

improvement initiatives are integrated across your global 

operations and end-to-end supply chain underpins lasting 

performance. World class organisations drive performance 

improvement by consistently standardising practices and 

continuously improving these standards. Operational 

excellence systems must show results by improving difficult 

Key Performance Indicators (KPIs) or they risk losing 

support before these are embedded into the culture of 

the organisation. 

This requires a system that will integrate all process-based best practice improvement initiatives 

and functional best practices, while developing people in all functional areas to own and create 

process-based operational excellence. Defining what ‘good’ looks like and monitoring best practice 

implementation ensures a focus not only on current performance, but on long-term, sustainable 

market-beating performance. 

This illustration highlights the key elements of the TRACC Performance-Process-People Methodology: 

Practice and Performance are closely linked and the correlation between the two is strong. Based on 

an organisation’s relative strengths on these two aspects, it will be positioned in one of four quadrants. 

This position is a reliable indicator of its sustainable competitive ability. The current positioning can be 

determined through a TRACC Practice and Performance Assessment. 

OPERATIONS TRACC METHODOLOGY 


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METHODOLOGY 

WORLD 

CAN’T GO THE DISTANCE 

BACK OF THE PACK 

CONTENDERS 

CLASS 

STRAGGLERS 

PROMISING 

PERFORMANCE 

PROCESS 

PEOPLE 

Balanced scorecard results 

Loss and waste analysis 

Process design 

Communication 

Organisational design 

Performance management 

Rewards and recognition 

PERFORMANCE 

Team Workshops 

Training of 

Trainers 

Team Leader 

Training 

Facilitator/ 

Specialist Training 

Leadership 

Programmes 

Attaining world class status lies in integrating the performance, best practice processes and the 

people element. The performance of people is impacted by skill levels but is also influenced by how 

you lead and manage the change, communicate the vision, how your organisational structures are 

designed, and how performance is managed and rewarded. TRACC creates implementation 

performance structures that empower, not only leaders in the business, but team members on the 

shop floor. 

Performance 

The TRACC approach to driving performance is the creation of a balanced set of KPIs, suited to the 

various levels and areas of responsibility within an organisation. It is a combination of a top-down, 

strategy-focused approach to drive medium to long term business goals, as well as a rigorous Loss and 

Waste Analysis to drive short to medium term gains in priority areas. 

Process 

The TRACC methodology recognises that it is key business processes, in all forms, that deliver on 

performance promises. This understanding highlights the importance that is placed on the identification, 

ongoing assessment, and thorough implementation of relevant process-related best practices in support 

of operational performance. 

People 

Excellent products, processes and systems can only be created and supported by highly skilled 

and motivated people. Excellent leadership, change management, people development and 

teamwork practices are built into the TRACC process in every phase and aspect of the implementation. 



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METHODOLOGY 

Foundation and Pillar TRACCs 

The Operations TRACC Suite consists of six foundation TRACCs and four pillar TRACCs. TRACC’s 

implementation methodology ensures that all the building blocks are in place. Our methodology 

ensures that strong foundations are laid first, starting with Leading and Managing Change. After shared 

understanding has been reached, as well as agreement on the way forward, and implementation 

structures have been put in place, the organisation can then implement the foundation TRACCs: 

Environment, Health and Safety, Teamwork, 5S, Visual Management and Focused Improvement. 

OPERATIONS TRACC SUITE V5 


Asset Care 


Quality 

Teamwork 

5S 





Only once an organisation has made adequate progress on their world class performance status in the 

foundation TRACCs will they move to the pillar TRACCs: 

Autonomous Maintenance, Asset Care, Set-up Time Reduction and Quality. 



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METHODOLOGY 

There are 10 best practice TRACCs in the V5 Operations TRACC House of Excellence: 

Foundation TRACCs 

1. Leading and Managing Change 

2. Environment, Health and Safety 

3. Teamwork 

4. 5S 

5. Visual Management 

6. Focused Improvement 

Pillar TRACCs 

1. Autonomous Maintenance 

2. Asset Care 

3. Set-up Time Reduction 

4. Quality 

Operations TRACC Languages 

Operations TRACC is available currently in 14 languages: 

1. English UK 

2. English US 

3. Dutch 

4. French 

5. German 

6. Hungarian 

7. Korean 

8. Italian 

9. Bahasa Indonesia 

10. Mandarin (Simplified Chinese) 

11. Polish 

12. Portuguese 

13. Russian 

14. Spanish 



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OVERVIEW 

CAPABILITIES AND COMPONENTS 

OPERATIONS 


CAPABILITIES AND 

COMPONENTS 

Operations TRACC Capabilities 

1. Assess your world class maturity, both per operating unit and per site, and then create 

a baseline 

2. Identify the best practice performance gaps and then determine your performance 

improvement targets 

3. Plan your performance improvement projects through a step-by-step method 

4. Engage and empower your people to own the TRACC implementation process and thereby 

align to individual, departmental and organisational goals and objectives 

5. Manage your organisation’s performance improvements’ projects and KPIs 

6. Measure performance improvement milestones along the way 

7. Develop competency across various levels of the organisation and encourage knowledge 

sharing and training 

8. Track and report performance improvements by making use of various dashboards and reports 

9. Integrate, standardise and codify best operating practices 

10. Entrench continuous improvement as a way of life, not as a fad or an intervention 

11. Share best practice knowledge across the organisation and multiple sites 

12. Create a culture of Integrative Improvement (ii) 


OPERATIONS TRACC CAPABILITIES 

AND COMPONENTS 

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Operations TRACC Components 

TRACC consists of: 

• digiTRACC — a web-based, codified Integrative 

Improvement System 

• TRACC MAPS — a series of implementation 

pathways (embedded in digiTRACC and supplied 

as handbooks) 

• TRACC Manuals — a series of implementation 

“How To’s” (embedded in digiTRACC and 

supplied as manuals) 

• TRACC Expert Support — TRACC specialists who 

support the implementation process to deliver 

guaranteed performance improvement 

• TRACC Training — a series of implementation 

workshops designed to fast-track best practice competency 

and unlock potential 

• What Does Good Look Like (WGLL) — an online 

community for best practice knowledge sharing and 

further learning 

The System 

Operations TRACC provides you with a self-directed, integrated 

best practice implementation and performance development 

system that contains: 

• a best practice Assessment engine — 1279 Assessment 

Criteria (ACs) 

• 334 Implementation Actions (IAs) 

• 111 Stop ’n Thinks (S’nTs) 

• 42 competency development workshops 

IAs 

S’nTs 

An Implementation Action is an action that needs to be completed so that an organisation can 

reach the next stage of maturity in a practice. 

A Stop ’n Think is an aspect such as a policy, procedure or strategic decision that needs to be 

reviewed, considered or made before an IA is undertaken. 

The Materials 

The TRACC system is supplied via digiTRACC — a secure online service. The assessment engine, 

which contains ‘know-how’ in the form of IAs and S’nTs, and the training workshop material is supplied 

in digiTRACC. The ‘know-how’ can also be supplied in printed Maps and Manuals. 

OPERATIONS TRACC CAPABILITIES AND COMPONENTS 


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The Support 

TRACC implementation is supported and guided by TRACC experts who focus on transferring 

competency and imparting specialist skills, thereby building your internal capability to sustain world 

class performance standards across multiple operating units and sites. With TRACC, your people 

own the implementation process and can deploy integrative improvement across multiple operations 

simultaneously. 

The TRACC model is to train your trainers and provide them with all the training material to run 

the training just-in-time. TRACC workshops engage your entire workforce, leading to integrative 

improvement as a way of life and building competence and developing talent in order to sustain 

ongoing operational improvements. 

Assessment Criteria per TRACC 

Number of Questions 



Teamwork 

5S 




Asset Care 


Quality 

TOTAL 

177 

116 

120 

107 

103 

128 

107 

175 

82 

164 

1279 

Each TRACC consists of a number of Implementation Action (IAs) and Stop ’n Thinks 

(S’nTs) that guide the users through a step-by-step implementation process. 



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TRACC Number of IAs Number of S’nTs 



Teamwork 

5S 




Asset Care 


Quality 

TOTAL 

40 

27 

34 

31 

29 

35 

34 

40 

25 

39 

334 

9 

11 

12 

11 

11 

11 

12 

11 

9 

14 

111 



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d i g i T R A C C 


d i g i T R A C C 

FUNCTIONAL 

CAPABILITIES 

digiTRACC is TRACC’s web-based Integrative Improvement 

System (iiS). digiTRACC is securely hosted for each client 

to ensure protection of intellectual property and competitive 

advantage. The hosted service enables easy upgrades, backup 

and maintenance of the system. 

digiTRACC’s Five Capabilities: 

1. TRACC Assessment to determine best practice maturity 

2. TRACC Planner to plan an integrated road map of best practice implementation projects 

3. TRACC Measurement KPIs to track progress and improvement 

4. TRACC Progress Dashboard to report progress charts 

5. TRACC Knowledge Share to standardise tacit knowledge and modify specific outcomes 



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1. TRACC Assessment 

Assessing Best Practice Maturity: 

Before implementation, the organisation’s CI team 

conducts WCO Assessments in digiTRACC in order to: 

• Identify the organisation’s readiness for change 

as well as potential implementation risks 

• Identify the performance improvement 

opportunities and potential savings 

• Establish consensus on the organisation’s 

best practice maturity 

• Determine the inherent performance 

improvement potential 

• Articulate the organisation’s competitive 

position in the marketplace and its strategic 

requirements for growth and profitability 

All of the assessed practices are then consolidated and a single best practice maturity rating is calculated 

to position the organisation on the Performance Practice Matrix. 

Y = PERFORMANCE 

Organisations unable 

to sustain performance 

Poor performing 

organisations 

WORLD 

CLASS 

Organisations 

with potential 

These performance measures typically include: 

• Throughput efficiency 

• Right first time 

• Lead time 

• Cost measures 

• Quality measures 

• People measures 

• Service (Reliability) measures 

• People measures 

X = PRACTICE, SYSTEM AND PEOPLE IMPROVEMENTS 

The result of the assessments is discussed at management level and a broad improvement plan is 

compiled. This consists of a change management process with clearly defined roles and responsibilities, 

and a selection of the appropriate TRACCs which will close the maturity gaps and leverage performance 

improvement implementation. 

Ideally, a full Loss and Waste and Opportunity Assessment should be undertaken. In a cost-sensitive market 

the reduction of these losses and wastes will be the key focus area of practice and performance improvement. 



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2. TRACC Planner 

Creating your Plant’s Success: 

The Area Tree in digiTRACC allows you to create 

your own plant structure in the system, which could 

include regions, companies, sites, plants or lines. 

This structure is completely customisable, as are the 

categories to which these areas can be assigned: 

• R — Region 

• C — Company 

• PL — Packaging Line 

• WA — Warehouse 

Planning the Best Practice Implementation: 

After the Assessment, digiTRACC creates an action plan that will show all actions required to advance 

your best practice maturity. These action plans are linked to a comprehensive step-by-step guide with 

detailed Implementation Actions (IAs) and Stop ’n Thinks (S’nTs), which will enable you to reach the next 

stage of maturity. A gap report allows you to compare the plans for various areas in your organisation 

and identify common areas that need to be addressed. 

3. TRACC Measurement KPIs 

In digiTRACC you may create your own KPI categories 

(e.g. ‘Quality’) and KPI definitions (e.g. ‘Defects per 

100’) within each KPI category. You can enter KPI values for organisational areas at intervals, and then 

compare your performance improvement to your best practice maturity. 

4. TRACC Progress Dashboard 

Progress Dashboard: 

In digiTRACC, a multitude of progress/performance 

dashboards and reports are available in order to 

monitor and compare performance. A progress chart 

for a single TRACC Assessment can be generated, 

showing the maturity of the area being assessed for 

each of the themes. The Consolidated Progress Chart 

will show the maturity of a selected area in a number 

of TRACCs. This dashboard is very useful to show an 

overall picture of the progress in a specific area of your 

organisation. All progress charts can include baseline 

and target values, and can be printed or exported to 

an image format of your choice. 



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Reports: 

The Performance Practice Matrix allows correlation 

of assessment data (practice) and KPI values 

(performance). Reports can be run for any combination 

of KPI definitions and TRACCs for which you have data. 

Compare performance versus practice across: 

• Different areas of your organisation, to compare levels 

• Different points in time, to show progression 

5. TRACC Knowledge Share 

Implementation Methodology Content: 

The system provides a knowledge-sharing platform 

that enables organisations to systemise tacit learning 

and codify successful outcomes. This enables rapid 

replication of improvements across global operations. 

All TRACC implementation framework content 

is housed in digiTRACC and it is formatted to be 

displayed by Implementation Actions (IAs). This 

makes it very easy for users to access implementation 

knowledge just-in-time. 

Templates and Tools: 

The Document Tree in digiTRACC includes assessment criteria, summarised overviews and detailed 

implementation guidelines to facilitate the step-by-step journey to world class. Templates and training 

material are also shipped with the product to assist with the implementation process. 

Adding and Uploading Templates and Tools: 

An organisation’s own documents can be uploaded to the Document Tree in order to create a 

best practice knowledge management system. This could include Standard Operating Procedures (SOPs), 

in-house examples or templates, training material and links to reference websites. 



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What Does Good Look Like (WGLL): 

digiTRACC contains a direct link to What Does Good Look Like (WGLL) 

that gives users free access to photographs and templates of Best Practice 

examples from other companies and industries all over the world. 

WGLL is hosted at www.etracc.net 

BEFORE 

BEFORE 

BEFORE 

AFTER 

AFTER 

AFTER 

TRACC Security: 

Various user groups are created for your organisation. This enables your business to control access rights 

such as creating and conducting assessments, viewing specific business areas, and system administration. 

TRACClog: 

Users log into the system with a unique 

Username and Password, and may also select 

from up to 14 available languages, into which 

the system and supporting TRACC content is 

translated. 



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RESEARCH AND DEVELOPMENT 


RESEARCH AND 

DEVELOPMENT (R&D) 

TRACC Research and Development (R&D) 

Innovation is the lifeblood of TRACC. To ensure that TRACC is constantly at the cutting edge and aligned 

to the latest global competitive drivers, a TRACC Product Development team continuously updates 

TRACC in collaboration with its global client base, leaders and channel partners. 

TRACC Research and Development, in collaboration with DuPont, Heinz, Kellogg‘s and SABMiller, are 

currently developing four Operations TRACC product extensions and a Supply Chain TRACC Suite of 

ten new TRACCs. These will enable our clients to implement a totally integrated system for all their 

continuous improvement needs. 

TRACC RESEARCH AND DEVELOPMENT (R&D) 


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RESEARCH AND DEVELOPMENT 

Integrative Improvement (ii) is the new approach to sustainable improvement. Without an ii approach, 

performance improvement methodologies are not sustainable. Integrative, in the sense of continuous 

improvement, pertains to each and every part of your organisation including its people, processes, 

projects and systems. 

Simply put, to improve everything, everything must improve... 

Below is the new TRACC Integrative Improvement System service that will be available in 2012. 

TRACC RESEARCH AND DEVELOPMENT (R&D) 


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MULTI-SITE NEW NEW PRODUCTS IMPLEMENTATION 

IN IN DEVELOPMENT 

STRUCTURES SUPPLY OPERATIONS CHAIN TRACC 5.1 V3 

NEW PRODUCTS IN DEVELOPMENT 


NEW PRODUCTS IN 

DEVELOPMENT 

Operations TRACC V5.1 

Imminent New Operations TRACC Suite – New Releases: 

2012 – Four new TRACCs 



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OPERATIONS TRACC V5.1 

ADMINISTRATIVE EXCELLENCE (AE) 

DUE FOR RELEASE 

The culture of world class needs to go beyond the threshold of the shop floor or factory door and 

needs to be embedded across all support functions, including Finance, Human Resources, 

Information Technology, Planning, Procurement and Sales. If organisations are to become truly 

world class, it is critical that all departments implement best practices, not only Operations. The AE 

TRACC aims to assist organisations to apply the principles of world class operations to their on-site administrative 

and support departments as well as to work processes. 

This TRACC provides a step-by-step, integrated improvement methodology and systematic approach to 

embedding the principles of Lean and process improvement. It also supports the implementation of 

the Teamwork, 5S, Problem-solving and Visual Management best practices. The implementation of this 

TRACC will result in better-defined service levels, improved service delivery, reduced costs and increased 

customer satisfaction. 



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HEALTH AND SAFETY (HS) 


An organisation wishing to embark on a world class journey cannot succeed if the workplace poses 

health risks, staff injuries or even deaths at its locations. Instead, world class organisations recognise 

that they cannot accomplish anything without their employees. A strong culture of safety therefore, 

enables trust, which in turn enables engagement. 

HS needs to be addressed for two reasons: 

1. An organisation has an obligation to ensure that people leave the workplace each day in the same 

state of health as when the workday started. Likewise, their work should not affect the health of 

others or the environment in which it is located. 

2. The second reason is financial. The cost of accidents, injuries and health risks has a direct effect on 

the bottom line and on competitive advantage. 

The implementation of the HS TRACC will lead to an increase in productivity and will enhance employee 

relationships through the prevention of lost time injuries. Occupational health issues will also be 

addressed proactively. In addition, good HS performance can also result in a reduction in business costs 

and risks, enhance public image, increase compliance and improve employee morale. 

PLEASE NOTE: 

The Operations TRACC Suite currently contains an Environment, Health and Safety (EHS) TRACC 

and, in V5.1, an Environmental Sustainability (ES) TRACC will replace EHS. If your organisation is 

not yet committed to environmental sustainability as a strategic business driver in its own right, 

and does not have specialist environmental sustainability teams on site to implement and drive 

the ES TRACC as a best practice, your organisation may want to look at the EHS TRACC. Most of the 

HS TRACC content is contained in the EHS TRACC. The HS TRACC is ideal for those companies that 

implement the ES TRACC. 



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ENVIRONMENTAL SUSTAINABILITY (ES) 


The ES TRACC for manufacturing and operations was developed to enable organisations to respond 

positively to a commercial landscape that can no longer rely on an unlimited supply of cheap oil, easy 

coal, free emissions, plentiful water and unchecked pollution. Lower costs, higher returns on assets and 

increased revenue show that environmental sustainability is no longer the only responsible way to build 

an organisation’s reputation, but that it also makes business sense. Numerous case studies demonstrate 

the financial and ecological benefits of innovations aimed at reducing, recycling and reusing. This is very 

much in keeping with Lean thinking. 

This TRACC enables the operation to identify and prioritise its most pertinent environmental issues. 

It does this by expanding from an initial focus on internal operations and primary priority issues, to 

working with secondary priority issues and the internal and external supply chain, to significantly 

improving operational and organisational environmental performance. Ultimately, this best practice will 

influence industry change. 

PLEASE NOTE: 

The Operations TRACC Suite currently contains an Environment, Health and Safety (EHS) TRACC 

and, in V5.1, an Environmental Sustainability (ES) TRACC will replace EHS. If your organisation is 

not yet committed to environmental sustainability as a strategic business driver in its own right, 

and does not have specialist environmental sustainability teams on site to implement and drive 

the ES TRACC as a best practice, your organisation may want to look at the EHS TRACC. 



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HUMAN CAPITAL (HC) 


Human capital is a core corporate asset, just like financial and physical assets. 

As such, it must be managed the way companies manage other assets. 

This requires thinking strategically about how to invest in human 

capital, and figuring out how to optimise and measure its return. 

““ 

Allan Schweyer, Human Capital Institute 

Given that human capital is such an important asset, the responsibility for harnessing talents and 

creative energies can no longer lie only in the hands of the Human Resources (HR) department. 

Management theory strongly advocates line management taking responsibility for many aspects of the 

development of the individual employee. This thinking is based on the premise that managers will get 

optimal performance from their people if they take responsibility for their growth and development. 

This TRACC clarifies what HR needs to do at the various stages of organisational maturity, what the 

responsibilities of line management need to be in order to manage and develop human capital 

effectively, and the role HR should play in supporting the organisation in its continuous improvement 

journey. 



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SUPPLY CHAIN TRACC V3 

Supply Chain TRACC V3 

Imminent New Supply Chain TRACC Suite Releases: 2012 — Ten New TRACCs 

A company’s supply chain (SC) represents an untapped opportunity to realise an increase in short-term 

and long-term profit and cost savings. Organisations that implement efficient SC processes and enable 

best practice improvement with the use of an Integrative Improvement System (iiS) stand to free up both 

working capital and cash, and prosper as the business cycle turns toward growth. 

A global TRACC Product Development team, in collaboration with SC experts and various clients around 

the world, have embarked on developing the Supply Chain TRACCs (SC TRACCs). To support end-to-end 

supply chain transformation, the Supply Chain TRACC Suite offers a set of ten TRACCs that are based 

on high-level SCOR processes, such as Demand Planning, Supply Planning, and Sales and Operations 

Planning. Each of these TRACCs contain a standard set of themes that deliver structured, codified work 

content across the five stages of performance improvement maturity. 



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SUPPLY CHAIN ALIGNMENT (SCA) 


Foundation Supply Chain TRACC — Supply Chain Alignment 

This TRACC aims to align the efforts and activities of everyone in the enterprise to create supply chains 

that are responsive, predictable and reliable. It builds flexibility and agility ensuring the delivery of a 

profitable demand response, sustainable growth and satisfied customers. 

This will create an environment in which: 

• all departments are focused on a common goal instead of having a suboptimal, silo-based 

departmental focus 

• improvements in certain areas of the supply chain do not have a detrimental effect on other areas of 

the supply chain 

• all supply chain participants understand the ‘value’ and the ‘waste’ components of the supply chain 

• improvement principles are applied to continuously increase customer value in a profitable manner 

• processes are simplified and standardised 

• the foundations are in place for the implementation of the relevant supply chain best practices, such 

as Procurement, Sales and Operations Planning, and Warehouse Management 

• information used within the supply chain is credible and accurate 

This TRACC will ensure that people within the supply chain understand their roles and take pride in their 

participation in the improvement process. 



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DEMAND PLANNING (DP) 


Pillar Planning Supply Chain TRACC — Demand Planning 

Many companies focus on demand planning as a means to address ever-changing business 

challenges that impact on demand variability. Usually the solution is to improve planning in terms of 

demand forecasting only. However, this method does not address the importance and complexity of 

the problem. World class enterprises are not only reliant on improved planning practices, but also place 

strategic focus on building more agile, flexible and responsive supply chains, thus improving service 

levels and reducing costs. To address this issue, the Demand Planning TRACC emphasises multiple 

interrelated strategies and actions that jointly deploy best-in-class practices. 

The Demand Planning TRACC aims to: 

• build process awareness throughout the company to establish a planning culture 

• prioritise activities regarding people, processes and systems 

• empower the demand planning team to constantly improve the practice 

• entrench internal and external collaboration and communication 

• gather, store and analyse true market data as well as internal information 

• start sensing and influencing the market in terms of price, service levels and promotions 

• optimise demand shaping, pricing and promotion strategies 

• establish performance measures 

• share demand planning knowledge internally and externally, understanding the behaviour of the 

customer and the customer’s customer through to the end consumer, in order to improve predictions 

This practice drives the gradual transition from a ‘sell to deliver budget’ mindset to a culture of sensing, 

creating and managing market demand. 



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SUPPLY PLANNING (SP) 


Pillar Planning Supply Chain TRACC — Supply Planning 

To some extent, supply planning is practised within all organisations, although it may not be explicitly 

known by this term. Consideration is likely to be given to what products are required, how best to 

produce them, how to manage the constraints (lead times, costs, inventory, manufacturing capacity, 

etc.), and the applicable planning times. 

Many organisations may deal with these issues within functional silos and without a clear view across all 

the supply functions. If this is the case, the activity and the performance measures across functions are 

likely to be misaligned, resulting in: 

• times of inventory shortages, and excess inventory at other times 

• manufacturing capacity being underutilised or overcommitted 

• numerous production and purchase orders being expedited or deferred 

• inefficiencies in manufacturing and transportation 

To reach the stage of supply planning maturity where supply plans are able to meet the unconstrained 

demand requires significant changes to an organisation’s culture, processes and business information 

flows. This TRACC describes how supply planning maturity can be achieved in manageable steps that 

are sustained through improvement initiatives. It addresses structure, processes, roles, collaboration, 

information, performance measures and systems. 

Best practice supply planning leverages visibility, alignment, collaboration, accuracy of information, 

and clarity of decision-making to drive production plan performance, best utilisation of capacity and 

resources, lower operating costs, reduced cycle time and flexibility, higher stock turns and improved 

order fulfilment. 

An organisation that only employs the supply planning best practice will achieve some tangible benefits 

— however, when coupled with the best practices of Sales and Operations Planning, and Demand 



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SALES AND OPERATIONS PLANNING (S&OP) 


Planning, significant and sustainable performance improvement for the organisation will be achieved. 

Pillar Planning Supply Chain TRACC — Sales and Operations Planning 

All organisations practise some form of S&OP. However, in the beginning, few go beyond the hope that 

a central ‘logistics’ team can maximise customer service levels through sales forecasting and inventory 

holding, attempting to get independent functional silos to cooperate. Inefficiency and waste are common 

and an organisational culture is characterised by blame, distrust and fierce independence between 

functional and operational departments. Improvement initiatives are ad hoc and their effects are poorly 

considered and understood. Operations are reactive and often in crisis mode. 

To reach a stage of S&OP best practice requires significant change to an organisation’s culture and 

business decision processes. This TRACC describes how this is achieved in manageable steps that are 

sustained through enabling initiatives. It also addresses structure, roles, collaboration, information, 

decision-making and technology. 

Good S&OP practice leverages information visibility, knowledge management, alignment, collaboration, 

as well as clarity and accuracy of decision-making across the supply chain in order to drive: 

• lower operating costs 

• higher stock turns 

• improved order fulfilment and higher service levels 

• shaped sales demand 

• higher cash velocity 

• more accurate budgeting 

• improved supplier and customer relationships 

• improved new product development, commercialisation and product portfolio management 

• optimal capacity utilisation 

Collaboration underpins good S&OP practice and through executive involvement sets the tone 

for a winning culture. 

Best S&OP practice is a ‘moveable feast’. World class organisations recognise this by striving for 

continuous improvement practices in order to ensure that S&OP forges growth and profits. Ultimately, 

when coupled with enterprise management processes and systems, S&OP evolves into an Integrated 

Business Planning practice that, by driving revenue and profit maximisation, assures sustainable 

organisational performance and competitive advantage. 



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INTEGRATED BUSINESS PLANNING (IBP) 


Pillar Planning Supply Chain TRACC — Integrated Business Planning 

Traditional S&OP practice reaches its limits by the end of Stage 3. Integrated Business Planning 

(IBP) extends these traditional practices through the inclusion of demand shaping activities, new 

product development and product management. Increased collaborative efforts, and improved 

rigour in analysis (e.g. cost service analysis) and scenario planning are undertaken, which builds greater 

commercial awareness and facilitates the modelling of bottom line impacts. 

Through its integration with SCA, IBP allows for the alignment of decisions regarding the expansion 

or reduction of supply chain capacity, and influences policy decisions in relation to service levels, 

investment, product utilisation, outsourcing and cost. The key outcome is an optimal balance of core 

supply chain goals, namely Cost, Asset Utilisation, Reliability, Responsiveness and Flexibility (CARRF). 

Good IBP practice will result in the following: 

• increased demand fulfilment 

• improved sales visibility and accuracy 

• achievement of forecasted results 

• improved new product development and commercialisation 

• more effective product portfolio management 

• sound investment decisions in supply chain expansion/contraction 

• improved operating costs 

• improved order fulfilment and service levels 

• higher cash velocity 

• improved supplier and customer relationships 

• more accurate budgeting 

Perhaps equally important, is that good IBP practice will also increase the level of trust in the supply 

chain — not just internally, but also externally. This will result in benefits relating to improved risk 



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PROCUREMENT (PROC) 


mitigation, working capital, price, and business ventures. 

Pillar Supply Chain TRACC — Procurement 

Procurement is practised in all organisations, however, it is often practised at a tactical level where 

activities are all based on ensuring that a transaction — the conversion from a requisition to an order 

— happens in a timely manner. This approach adds little value to the business other than the orderly 

management of an administrative process. 

Best practice in procurement seeks to add value to the business through a number of levers, often 

seeking to challenge established approaches and norms to achieve that value. 

This practice aims to: 

• create an organisation that places a strategic focus on reducing the Total Cost of Ownership 

• create a procurement function where professionalism and ethical conduct are key factors 

• ensure that the procurement function supports an organisation in terms of its supply chain goals, 

such as reliability, responsiveness, flexibility, innovation, speed to market, and cost 



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WAREHOUSE MANAGEMENT (WM) 


Pillar Supply Chain TRACC — Warehouse Management 

As organisations seek to improve their customer orientation and competitive position versus others 

in the field, the warehouse’s capability to execute across its work streams will play a crucial positive 

or negative role. Improvements in the warehouse function directly influence an organisation’s ability 

to exceed customer expectations and have a direct impact on its supply chain performance. 

This TRACC will assist an organisation’s Warehouse function by: 

• establishing a customer-centric focus for an organisation that enables it to exceed their 

expectations — it will lead an organisation to develop processes across sales, manufacturing, 

warehouse, and delivery that look to the customer for setting performance targets 

• developing the tools needed to optimise costs of the warehouse operation in the form of process 

improvement, technology change, and project initiatives 

• leading the sustainability platform for an organisation — a company’s warehouses and plants are 

the face of an organisation in their local community utilising IT tools or applications to streamline 

operations between supply chain partners in order to meet the expectations of customers — the 

development of appropriate Service Level Agreements between internal and external partners is 

another component of this work 



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TRANSPORTATION MANAGEMENT (TM) 


Pillar Supply Chain TRACC — Transportation Management 

The processes and activities that comprise the management of the transportation function typically 

may be misaligned in an organisation. This is an especially significant problem with road transportation, 

where financial investment in rolling stock, operational facilities, operational staff, and technology 

(both software and in-cab hardware) is extensive. By ensuring coordination and communication between 

the various management requirements in the function, the financial decisions will be better understood, 

and their impact on customer service levels realised. 

The implementation of this TRACC will benefit an organisation through: 

• translating strategy into clear performance indicators and targets (delivery, quality and cost) 

within the transport function 

• improving identified processes and establishing methods for ongoing improvements 

• developing IT systems and applying these to improve the efficiency of operational execution 

• developing the function’s maintenance systems and procedures 

• providing clarity and understanding on all information inputs to the distribution process 

• clarifying the features and benefits provided by third party providers 

• entrenching up-to-date environmental, health and safety policies, and standards 

Specifically the outcomes will include the following: 

• improved ‘delivered in full, on time, in specification’ (DIFOTIS) 

• lower operational costs 

• increased asset reliability 

• improved driver retention 

• better relations with third party providers 

• better communications and relations with other organisation functions 

• less need for responses to ‘urgent demands’ 



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TRANSACTIONAL EXCELLENCE (TE) 


Pillar Supply Chain TRACC — Transactional Excellence 

The culture of world class and operational excellence cannot stop at the threshold of the factory door – 

it is an organisation-wide ethos, which needs to be embedded across the entire organisation. It should 

include service entities at large organisations that operate administrative processes of a high volume, 

which are transactional in nature. These work processes play a pivotal role in an organisation’s ability 

to execute needed improvements in performance and customer service, and therefore should be a key 

focus of any improvement strategy. 

This TRACC provides a step-by-step integrative improvement methodology and systematic approach 

to embedding the principles of Lean and process improvement in the transactional processes of an 

administrative environment. It also supports the implementation of the Teamwork, 5S, Problem-solving 

and Visual Management best practices. 

The implementation of this TRACC will result in better-defined service levels, improved service delivery, 

higher quality, reduced cost and increased customer satisfaction. 

PLEASE NOTE: 

Site-based administrative departments (e.g. Human Resources, Finance, Information Technology, 

Planning, Purchasing and Sales), which are typically smaller and involved in more varied processes 

of lower volumes, are catered for by the Administrative Excellence TRACC. 



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MULTI-SITE IMPLEMENTATION 

STRUCTURES 


STRUCTURES 


MULTI-SITE 

IMPLEMENTATION 

STRUCTURES 

The TRACC Multi-site Implementation Model has been designed to create the internal capability 

to implement TRACC. This is accomplished by creating a self-sustaining model driven by internal 

implementation structures. In some cases these can be superimposed on current leadership structures. 

In other cases full-time, dedicated resources will need to be appointed. 

TRACC MULTI-SITE IMPLEMENTATION 

STRUCTURES 


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STRUCTURES 

TRACC Multi-site Implementation Structures 

A breakdown of the TRACC implementation structures is detailed as follows: 

• Executive Leadership Committee (ELC) 

ELC members form a strong corporate/regional guiding 

coalition who endorse, lead and guide the TRACC 

transformation process. 

• Implementation Manager (IM) 

The IM, also known as the Core Team Leader or 

Programme Manager, is responsible for the coordination 

of the TRACC implementation at a global or regional 

level, depending on the structure of the organisation. 

This function is responsible for ensuring consistency 

of implementation across multiple sites by working 

closely with a core team of Best Practice Leaders, Master 

Facilitators, TRACC Consultants/Specialists, and Master 

Trainers. This core team is also responsible (in conjunction 

with the ELC) for managing the supply of resources 

required to sustain the implementation and to build, 

manage and integrate functional and process-based 

integrative improvement capability. 

• Site Steering Committee (SSC) 

The overall responsibility of the SSC is to oversee the 

change process on a particular site and make policy 

decisions about its scope and direction. The SSC mirrors 

the role of the ELC at site level. 

• Implementation Task Force (ITF) 

The ITF is a multidisciplinary team who implement TRACC 

at the site or area level. They are responsible for the 

completion of the Implementation Actions (IAs) and 

for coordinating with the SSC to complete work on the 

Stop ’n Thinks (S’nTs). 

TRACC MULTI-SITE IMPLEMENTATION STRUCTURES 


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STRUCTURES 

• Best Practice Leaders (BPLs) 

BPLs are subject matter experts in a particular best 

practice (such as 5S, Teamwork or Quality). They are 

responsible for the integration of TRACC Best Practices 

with the organisation’s current production system, as 

well as for making policy decisions around the way that 

each TRACC will be implemented. They work closely with 

the Master Trainers to ensure that the TRACC training 

material is suitably customised for the needs and 

philosophy of the organisation. 

• Area Facilitators (AFs) 

AFs are internal TRACC experts resident at the plants who 

support the implementation. They assist by introducing 

key stakeholders to the content and implementation 

approach, coordinating the execution of specific 

Implementation Actions (IAs), liaising between the SSC and 

the ITF, and coaching other implementation resources. 

• Master Facilitators (MFs) 

The Master Facilitator is responsible for training and 

coaching the site-based facilitators. They are chosen from 

among the most talented and effective area facilitators, 

and will eventually mirror the role of the external TRACC 

Consultant. This is usually a full-time position. 

• Master Trainers (MTs) 

MTs are responsible for the selection and training of 

Internal Trainers. They work together with the BPLs to 

customise the training material. They train, assess and 

certify the Internal Trainers and continue to coach and 

mentor them to maintain a high level of training delivery. 

• Internal Trainers (ITs) 

ITs are certified by a TRACC accredited Master Trainer to 

deliver the Team and Team Leader workshops required 

to ensure the success and sustainability of the TRACC 

implementation. Internal Trainers work closely with a 

Master Trainer to schedule training and to ensure that 

training material is appropriately personalised for the 

area or region of operation. 



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STRUCTURES 

TRACC Implementation Methodology 

The TRACC Implementation Methodology and Competency 

Development Framework is designed to encompass the 

entire workforce, ensuring that employees at all levels are 

engaged, enabled and empowered in order to contribute 

towards the improvement process. 

No two TRACC implementations are the same — 

interventions are tailored around the unique requirements 

of each client. However, at a high-level view there are 

certain actions, processes and structures that are common 

to all implementations. 

The TRACC Multi-site 

Implementation Model 

has been designed to 

create the internal capability 

to implement TRACC. 

““ 

An Executive Leadership Committee (ELC) is formed 

at group level to oversee the implementation process. 

The ELC is the guiding body that is ultimately responsible 

for setting the direction of the implementation, as well as 

strategy and supporting policies. The ELC is briefed on its 

roles and responsibilities during the ELC workshop. 

A Core Team is then formed at group or regional level 

to manage the implementation process on a day-to-day 

basis. The Core Team consists of Best Practice Leaders, Master 

Facilitators and Master Trainers. 

After a rigorous training process, the Facilitators train 

site-level Steering Committees and Implementation Task 

Forces. The Facilitators also work with a TRACC consultant 

to complete the initial assessments which will ascertain 

the best practice maturity level at each site, as well as to 

develop an implementation plan. The Implementation Task 

Force then rolls out the Foundation TRACCs in the pilot area. 

Each TRACC is supported by Team, Team Leader and Specialist training workshops. These workshops are 

initially delivered by TRACC consultants, but through the TRACC Training of Trainers and Master Trainer 

of Trainers programmes, the competency to deliver this training in-house is developed. 

The lessons from the pilot line implementation are documented by the Core Team and shared with the 

rest of the organisation to assist with the roll-out to other areas. 



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STRUCTURES 

TRACC Training is categorised as follows: 

• Implementation Structure Workshops (ELC, SSC, ITF, TOT and MTOT) 

• Team Leader Workshops 

• Team Workshops 

• Specialist Workshops 

EXECUTIVE LEADERSHIP COMMITTEE 

BEST 

PRACTICE 

LEADERS 

SITE STEERING COMMITTEE 

TRACC SPECIALIST 

IMPLEMENTATION MANAGER 

MASTER 

FACILITATOR 

AND SITE 

FACILITATOR 

MASTER 

TRAINERS 

AND SITE 

TRAINERS 

TEAM 

LEADER 

SHIFT-BASED 

TEAM 

IMPLEMENTATION TASK FORCE 

Chair: 24/7 Line Manager - Others: Production, 

Quality, Maintenance, HR, Operator Reps 

TEAM 

LEADER 

SHIFT-BASED 

TEAM 

TEAM 

LEADER 

SHIFT-BASED 

TEAM 

TEAM 

LEADER 

SHIFT-BASED 

TEAM 

Implementation Structure Workshops 

Team Leader Workshops 

Team Workshops 


TOTAL 

All V5 workshop materials are available to Master Trainers and Internal Trainers in digiTRACC. 

TRACC experts in your region will conduct TRACC Master Training Certification (MTC) and Training 

of Trainers (TOT) to facilitate all the TRACC training products. 

5 

5 

17 

15 

42 



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OPERATIONS 


Foundation and Pillar TRACCs: 



Teamwork 

5S 




Asset Care 


Quality 

OPERATIONS TRACC V5 

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LEADING 

AND MANAGING 

CHANGE 

Transforming an organisation from its current state to a 

world class organisation calls for substantial changes 

in structure, systems, culture and behaviour at all levels of 

the organisation. To achieve this requires strong leadership, 

project management, drive and committment. Change 

processes have to be both led and managed, most often by 

the same people. The activities are often quite different: 

• Leading change involves defining what the future should 

look like, aligning people to the vision and inspiring 

them to achieve it 

• Managing change involves planning, organising, 

implementing and monitoring the change process 


LEADING AND MANAGING CHANGE (LMC) 

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FOUNDATION TRACC 

LEADING 

AND MANAGING 

CHANGE 

LMC 

Why 

This TRACC will assist you to effectively deal with any 

major change intervention and ensure sustainable 

results. It is based on the sound theoretical principles 

of tried-and-tested change models, together with years 

NUMBER OF ASSESSMENT CRITERIA: 

NUMBER OF IMPLEMENTATION ACTIONS (IAs): 

NUMBER OF STOP ’N THINKS (S’nTs): 

177 

40 

9 

of practical experience in implementing change 

interventions across the globe. It aims to assist your 

leaders and to envision the change in the planning, implementation and coordination of the overall change 

initiative. It also provides tools and processes to encourage all stakeholders involved in the change effort to 

participate continuously so that change within your organisation becomes something which is not merely ‘coped 

with’, but embraced as a driver for innovation and competitive advantage. 

Benefits 

This TRACC provides a structured road map to assist in effectively implementing and managing a change programme. 

It addresses people issues while simultaneously establishing the required improvement systems and world 

class best practices. It equips your leaders with the skills and processes to unlock exciting new possibilities and 

opportunities. Most importantly, it ensures that new capabilities emerge through experimentation with new ways 

of doing things. This, in turn, creates a dynamic organisation that adjusts to market changes like a living system, 

providing room for adaptation and learning, enabling your organisation to survive transformation, thrive in the face 

of market changes and produce sustainable results. 

Outline 

>> VITAL STATISTICS: 

This TRACC measures your organisation across five stages of LMC maturity and then provides a detailed road map 

of how to reach each stage of excellence: 

Stage 1: Stagnation 

Stage 2: Preparing for Change 

Stage 3: Creating Capability 

Stage 4: Sustaining Change 

Stage 5: Anticipating the Future 


LEADING AND MANAGING CHANGE (LMC) 

47

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ENVIRONMENT, 

HEALTH 

AND SAFETY 

Environment, Health and Safety (EHS) is a key business 

issue for World Class Operations. The main focus of EHS 

is ensuring the well-being of both the employees and the 

environment at large. EHS is not merely concerned with the 

organisation’s policies and procedures — it’s about changing 

the behaviours and attitudes of its employees as well so that 

the change is sustainable. 


ENVIRONMENT, HEALTH AND SAFETY (EHS) 

48

Why 

BACK TO INDEX 

This EHS best practice takes an organisation on a journey 

from a position of indifference to a state where EHS 

excellence is the norm. This is accomplished by engaging 

all employees in developing, owning and sustaining a 

World Class EHS culture. 


ENVIRONMENT, 

HEALTH 

AND SAFETY 


NUMBER OF ASSESSMENT CRITERIA: 116 

NUMBER OF IMPLEMENTATION ACTIONS (IAs): 27 

NUMBER OF STOP ’N THINKS (S’nTs): 11 

EHS 

There are various reasons why EHS should be addressed: 

• Organisations have an obligation to ensure that people leave facilities in the same healthy condition in which 

they enter it each day. Their work should not negatively affect their health, or the environment. 

• Respect for the environment and the need to minimise the footprint of operations is standard in world class 

organisations. Excess energy usage and other unnecessary environmental releases are viewed as waste. 

We therefore must accept our responsibility to ensure that future generations will enjoy a healthy environment. 

• From a financial point of view, the cost of accidents, injuries, energy use and other environmental releases has 

increased significantly over the past few years and has a direct impact on bottom line and competitive advantage. 

• This TRACC provides a step-by-step process to move an organisation from an indifferent attitude regarding EHS 

issues to becoming a world class performer in EHS. 

Benefits 

The implementation of this EHS TRACC will lead to increased productivity and enhanced employee relationships 

through the prevention of injuries and resultant lost working time, and environmental incidents. It also targets key 

environmental performance indicators, e.g. energy and water consumption. In addition, good EHS performance can 

deliver a reduction in business costs and risks, enhance your public image and increase employee morale. 

NOTE: It is not the intention of this TRACC to duplicate or replace either the ISO 14001:2004 system of Environmental 

Management or OHSAS 18001 system of Health and Safety Management. It is assumed that the organisation is 

in the process of implementing EHS management systems. This TRACC will therefore focus on the application of 

the EHS systems and techniques to improve EHS performance and reduce incidents. 

Outline 

This TRACC measures your organisation’s EHS best practice maturity and incrementally moves your entire workforce 

to Stage 5: 

Stage 1: Indifference 

Stage 2: Enable Compliance 

Stage 3: Create Ownership 

Stage 4: Ensure Sustainability 

Stage 5: Review EHS Constantly 


ENVIRONMENT, HEALTH AND SAFETY (EHS) 

49

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TEAMWORK 

The concept of teamwork is a critical ‘soft skill’ in achieving 

excellence. In world class organisations, teamwork has 

come to signify a focus on achieving measurable targets that 

are driven by business needs. 

To achieve this, teamwork makes teams accountable for 

performance. This accountability is characterised by discipline 

and self-control and is also guided by organisation-wide 

systems of control. 


TEAMWORK (TW) 

50

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TW 

Why 

Implementing work teams is a major change initiative 

and requires an extremely high level of commitment and 

investment as well as a concerted effort from leadership 

and employees at all levels. This TRACC focuses on the 

four phases of team development while paying special 

attention to setting up team targets, roles, procedures 

and relationships. 

TEAMWORK 





Although it is crucial to have teamwork throughout the organisation, our focus in this TRACC is on permanent work 

teams, not Implementation Task Force, Site Steering Committee, project or management teams. Although the exact 

composition of these teams will differ from one situation to the next, they will typically consist of operators who, 

together with their team leaders and support services (such as quality control, maintenance and planning), work in 

a specific environment (for instance, a production line or processing plant). The principles embedded in this TRACC 

are directed to workplace teams, but these principles can be applied equally to the ‘support’ departments in the 

organisation. High performing teams provide the best way of maximising effectiveness while meeting an individual’s 

own needs for greater control over their work life. 

Benefits 

Good teamwork across all of your functional and work teams will result in higher Return on Investment (ROI) due 

to high employee involvement. This involvement improves quality, productivity and service, and creates greater 

flexibility to accommodate shifting demands in production. It also reduces operating costs, enabling organisations 

to reduce layers of middle-level management and supervision. Empowered teams provide a platform for employees 

to take on responsibilities usually reserved for managers or supervisors. Technological advancements call for unique 

and usually higher worker skills, and closer interdependence among team activities that were once separate. This 

TRACC ensures rapid adoption of new technologies, and the high level of multi-skilling and cross-training that occurs 

in empowered teams ensures continuity of these skills. 

Nowadays employees welcome the responsibility and empowerment that teams provide. The three basic human 

needs, namely the need for affection, inclusion and control, can be met effectively through teams and teamwork. 

This will enable your organisation to attract and retain the best individuals by creating an environment of higher 

motivation and job satisfaction. 

This TRACC has been structured to take your teamwork initiatives from non-existence, through the phases of 

development to a fully self-directed, leaderless team in Stage 5. This TRACC deals mainly with team dynamics and 

development. It should be implemented in conjunction with the Visual Management TRACC (which covers target 

setting and feedback of performance information to the team) and the Focused Improvement TRACC (which 

addresses problem-solving in the team). 

Outline 

This TRACC measures your organisation across five stages of maturity: 

Stage 1: Individualism 

Stage 2: Formation 

Stage 3: Stabilisation 

Stage 4: Performance 

Stage 5: Self-directed 


TEAMWORK (TW) 

51

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5S 

It is a Japanese system developed to establish workplace 

discipline and order where ownership of the process rests 

with each and every person in the organisation. It creates 

the essential foundation on which all other best practices 

can prosper. 

It consists of the following five Japanese concepts: 

Seiri — Sort: 

discard unnecessary items 

Seiso — Shine: 

clean up the workplace 

Seiton — Set in order: a place for everything and 

everything in its place 

Seiketsu — Standardise: set standards 

Shitsuke — Sustain: sustain standards through 

discipline 


5S 

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5S 

Why 

Often (incorrectly) referred to as ‘housekeeping’, the 

far-reaching net of 5S is all encompassing. It should 

rather be viewed as a systematic methodology which 

instils discipline, standardisation and orderliness in the 

workplace. 

5S 





Any integrative improvement initiative such as TPM, TQM or Lean Production needs to start with 5S. It creates 

the foundation and environment for other best practices to be implemented successfully. It deals with the 

basic principles of order, cleanliness, discipline, ownership, responsibility and pride, which are essential for an 

organisation in its quest for competitiveness. Simply put, the strength of the foundation will determine the strength 

and sustainability of all other best practices. 

NOTE: The 5S system is as applicable in an office environment as it is in a production plant. 

“If you can do 5S, you can do anything. The company that can do well with 5S can also do well with all the other 

practices. The company that cannot even implement basic 5S, will not be able to do any of the other things required 

of a competitive organisation.” 

Takashi Osada 

The 5S’s: Five Keys to a Total Quality Environment 

Benefits 

5S is an effective way to prevent equipment deterioration and failures because cleaning prevents dirt build-up on 

equipment which leads to wear, overheating, blockages and damage. Cleaning enforces inspection and the early 

detection of problems. 

5S lends itself to a reduction in the number of worker injuries and safety incidents because spills or oil leaks which 

cause slipping will be cleared away, items will be stacked and stored in demarcated areas to prevent tripping, access 

to fire extinguishers and stairways will be cleared, first aid equipment is easier to find, and dangerous hazards will 

be eliminated. 

Clean and tidy equipment also prevents the occurrence of quality problems, such as marked or contaminated 

products. 5S will prevent contamination and damage to raw material or packaging which is a common cause of 

quality rejects. Clear work standards and visibility will also result in better product quality and early detection of 

non-conforming products. 

5S gives workers a sense of ownership and pride in their workplace. Each worker has a specific responsibility to keep 

an area in order and is required to participate in setting standards and creating a clean environment. This ownership 

and discipline often leads to a boost in morale. 5S becomes an integral part of best practice ownership and good 

teamwork. 

Outline 

This TRACC has been structured to provide a logical step-by-step guideline to implement 5S in any work area. 

It is based on the extensive experience of many organisations, varied cultures and diverse work environments. 

If followed closely with dedication and rigour, it will transform your workplace across five stages of maturity: 

Stage 1: Chaos 

Stage 2: Clear-up 

Stage 3: Cleaning with Meaning 

Stage 4: Locations and Limits 

Stage 5: Sustain and Improve 


5S 

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VISUAL 

MANAGEMENT 

Visual Management (VM) is a powerful tool which helps 

management drive continuous improvement. 

VM is the principle of being able to: 

• identify situations that are in control and those that are 

out of control 

• identify high levels of variability 

• identify trends which are positive or negative 

The skilful and judicious application of VM techniques can 

move business practices, such as problem-solving and focused 

improvement, to new heights and efficiency through two 

distinct themes: Performance Management and Visual Display. 


VISUAL MANAGEMENT (VM) 

54

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VISUAL 

MANAGEMENT 

VM 

Why 

Performance Management measures and manages 

the high impact aspects of the business, such as waste, 

quality and on-time delivery. This is achieved through 

the deployment of corporate strategy into operational 

strategy and then into team measures. Visual Display 

refers to the physical display of visual ‘scoreboards’, 




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including performance measures and plans, physical examples of problems, letters of praise, photographs 

and guidelines. In order to make the displayed information easily understandable, it needs to be visual, simple and 

self-explanatory. 

The best practice of VM is the understanding of what needs to be measured, and the collection, processing and 

display of this information to the right people at the right time. 

• This TRACC focuses on performance measurement, the display of information and the continuous 

streamlining and improvement of the mechanisms of data capturing and processing. It is practiced with a view to 

improve data accuracy and to make information available faster with less effort. 

Benefits 


VM forms a very important foundation of TRACC world class competitiveness. It empowers teams at all levels 

with the necessary information for decision-making and drives continuous and focused improvement. Further, VM 

measures the success of the other best practices, such as maintenance and quality and effectively communicates 

the team’s performance to others, e.g. managers and customers. 

Empowered teams are an essential element of any world class organisation. Empowerment means that teams 

throughout the organisation are actively driving down waste and improving performance. For these teams 

to be effective, they need accurate, timeous and accessible information, where they can meet around 

scoreboards to discuss their performance and agree on corrective actions. With good measurement, the 

implementation of various other practices, such as Autonomous Maintenance, Set-up Time Reduction and Quality, 

are strengthened considerably. 

The VM boards give any visitors (managers, suppliers, customers or personnel from other companies) a clear 

picture of how well the team is doing. This is done through graphs, action plans, ‘before’ and ‘after’ photographs, 

skills matrices and project displays, making workplace performance visible and transparent. 

Outline 

The implementation of the Visual Management TRACC is structured according to the following five stages: 

Stage 1: Top Secret 

Stage 2: Top Priority 

Stage 3: Team Measurement 

Stage 4: Proactive Control 

Stage 5: Self-directed 


VISUAL MANAGEMENT (VM) 

55

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FOCUSED 

IMPROVEMENT 

Focused Improvement (FI) is the most important best 

practice in an organisation’s quest for world class 

competitiveness. It is the cornerstone of improvement and 

sustainability into which all other best practices plug in. It 

does this firstly by identifying the major wastes and other 

priority areas in the business, and then by focusing all 

improvement activities on these wastes and priority areas. 


FOCUSED IMPROVEMENT (FI) 

56

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FI 

Why 

FI guides and focuses the other best practices, such 

as those covered in the Asset Care, Autonomous 

Maintenance and Quality TRACCs, to achieve sustainable 

performance improvements. It also ensures that the 

integrative improvement programme does not lose its 

focus in a maze of activities and practices, resulting in 

failure and disillusionment. 

FOCUSED 

IMPROVEMENT 





Many organisations make the mistake of expecting improvement after forming work teams or launching a 

productivity improvement initiative, such TQM or TPM. However, these types of programmes cannot thrive and 

succeed without an underpinning thread which ties them all together. Only by adopting a proactive approach which 

focuses all activities on specific areas with clear targets, will the programme yield the dramatic returns often cited 

in literature. 

FI is this underpinning thread that ties together all activities required to maximise the effectiveness of equipment, 

processes and people through the rigorous elimination of losses and the improvement of performance. There are 

two key components to FI: 

1. Continuous Improvement — small improvements made on a daily basis by problem-solving and suggestions. 

2. Breakthrough Improvements — drastic improvements in the current situation as a result of a large investment, 

an innovative idea or a radical change in the way things are done. 

Benefits 

FI aims to convert improvement efforts into ‘value’. This value could take many forms depending on the situation, 

i.e. productivity, quality, cost, safety and delivery. These improvements can be calculated in financial terms that 

demonstrate tangible results. 

Additionally, FI yields various intangible benefits: 

• Front-line workers become empowered and motivated because they are involved 

• Everyone gains a better understanding of their key losses and how these impact the business 

• Workers learn problem-solving skills that they can apply in their day-to-day lives 

• It provides opportunities for personal growth 

• It enhances teamwork across disciplines 

• It unlocks human potential 

• It gives the change process both momentum and credibility 

• The self-esteem and self-confidence of individuals improve as they begin to believe ‘We can do it!’ 

Outline 

The implementation of the FI TRACC is structured according to the following five stages: 

Stage 1: Fire Fighting 

Stage 2: Loss Awareness 

Stage 3: Waste Reduction 

Stage 4: Waste Elimination 

Stage 5: Proactive Improvement 


FOCUSED IMPROVEMENT (FI) 

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AUTONOMOUS 

MAINTENANCE 

Autonomous Maintenance (AM) is a team-based approach to 

maintenance activities and an essential part of asset care. 

The process is a partnership between operators, maintenance 

personnel, engineers and operations management. Properly 

implemented, autonomous maintenance can lead to the 

elimination of 40-60% of unplanned downtime, thus freeing 

skilled tradespersons for more specialised activities. 


AUTONOMOUS MAINTENANCE (AM) 

58

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PILLAR TRACC 

AM 

AUTONOMOUS 

MAINTENANCE 

Why 

Various studies have indicated that a significant number 

(typically 60-70%) of equipment failures could have been 

prevented by operators, had there been appropriate 

asset care or early detection of minor problems. 





The main focus of autonomous maintenance is on equipment ownership and asset care by operators in order to 

prevent accelerated deterioration, improve equipment efficiency and increase equipment lifespan. It is therefore 

most applicable in an environment that is capital intensive and that involves considerable operator interaction 

with equipment. Typical examples are operators on packaging lines, drivers of haul trucks, and operators in 

high-speed manufacturing, such as cans or printing. Once operators have acquired the necessary skills and the correct 

toolboxes have been allocated to them, maintenance tasks can be undertaken only by them and/or maintenance 

personnel. 

The autonomous maintenance activities can be grouped into three very distinct categories: 

• Prevention of problems 

• Detection of problems 

• Repair of problems 

Benefits 

The main benefit of autonomous maintenance is a reduction in equipment failures with a resulting improvement in 

equipment efficiency, and a reduction in downtime and maintenance costs. 

Depending on the starting point, autonomous maintenance should also cause a substantial reduction in 

equipment-related wastes, such as: 

• quality defects 

• minor stoppages 

• speed losses 

• set-up and adjustment (through better operator skills) 

• cleaning time 

• oil leaks and lubrication usage 

• maintenance call-outs 

• mean time to repair (MTTR) 

Autonomous maintenance also has various intangible benefits, including greater equipment ownership and 

employee satisfaction, as well as higher morale because the operator’s potential is fully utilised. Teamwork 

improves especially between maintenance and production, and maintenance personnel can focus on more 

complex maintenance tasks, failure analysis and equipment improvements. 

Outline 

The implementation of the AM TRACC is structured according to the following five stages: 

Stage 1: I Operate, You Fix 

Stage 2: Basic Conditions 

Stage 3: Inspection and Lubrication 

Stage 4: Minor Maintenance 

Stage 5: Fully Autonomous 


AUTONOMOUS MAINTENANCE (AM) 

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ASSET CARE 

Asset Care (AC) is a comprehensive strategy aimed at 

maintaining optimum equipment productivity (equipment 

operation and maintenance) that integrates seamlessly with 

other world class practices, such as Lean manufacturing, to 

minimise the total life cycle costs of owning and operating 

capital assets. 


ASSET CARE (AC) 

60

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AC 

ASSET CARE 

Why 

As more and more companies fight for survival and 

compete on a global scale, the implementation of ‘Lean 

production’ or ‘world class manufacturing’ practices has 

become commonplace. These practices eliminate all 

forms of waste from the operational process, such as 

buffer stock, excess capacity, overproduction and long 




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lead times, to produce only what is needed, when it is needed and with the optimum utilisation of resources. A total 

system of asset care for the lifespan of the equipment is usually implemented in parallel. 

The reliability of equipment is crucial because a small failure can stop an entire plant. Equipment-related problems 

also affect the plant’s ability to sustain satisfactory quality standards. Equipment failures could also have safety 

or environmental consequences. In a capital-intensive plant, the effective maintenance of equipment therefore is 

raised to a strategic level and should be one of the key elements of any improvement initiative. The objective of 

asset care is thus to maximise equipment effectiveness (improve overall total efficiency) at the minimum total cost. 

Benefits 

Effective asset care will prevent machine failures and provide the necessary information to comply with legal 

requirements regarding record-keeping, analysis and inspection. 

It reduces the six major causes of equipment losses: 

• Equipment failures 

• Production set-ups and adjustments 

• Minor stoppages 

• Speed losses 

• Quality defects and rework 

• Start-up losses 


The result is an improvement in the plant’s operational performance as expressed by the Overall Equipment 

Effectiveness (OEE). It also yields greater maintenance cost-effectiveness as it strives to reduce the cost of 

maintenance in various ways — eliminating failures which involves reducing the need for maintenance, reducing 

the need to hold spare parts on site, reducing the need for expensive subcontractors by upskilling the internal 

maintenance resources, improving the utilisation of resources through better maintenance planning, scheduling 

and control, and it provides clearer guidelines for new equipment acquisition. This results in a longer equipment 

lifespan because each piece of equipment is cared for properly and premature failures are prevented. This has a 

tremendous knock-on effect in terms of lower capital requirements, lower asset base, lower depreciation cost and 

the resultant improved cash flow. 

Outline 

This TRACC provides a structured, step-by-step approach to implementing Asset Care. Following the logic discussed 

previously, it consists of the following five stages: 

Stage 1: Fire Fighting 

Stage 2: Stabilisation 

Stage 3: Prevention 

Stage 4: Maintenance Efficiency 

Stage 5: Maintenance Reduction 


ASSET CARE (AC) 

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SET-UP 

TIME 

REDUCTION 

A 

set-up does not add value for the customer and should 

therefore be regarded as waste which needs to be 

minimised. However, this is easier said than done when 

product proliferation and extensions are at an all-time 

high to satisfy increasing demands and individual tastes. 

Not only must today’s manufacturers produce a product of 

the highest quality, but they must also be flexible enough 

to produce a wide range of products for their increasingly 

demanding customers. 


SET-UP TIME REDUCTION (STR) 

62

Why 

BACK TO INDEX 

Unless you have dedicated lines for each product, 

you will need fast changeovers and set-ups in order to 

minimise waste and cost. Most production managers 

say their biggest headache is low volume, high variety of 

products and frequent changeovers. 


SET-UP 

TIME 

REDUCTION 





STR 

Historically, the belief was held that the effect of changeovers on production could be reduced through long runs 

or large lots. This ‘solution’, however, increases the inventory of finished goods, and the resulting cost of working 

capital could off-set the savings in terms of lower unit cost. The concept of ‘Economic Lot Size’ is based on the lot 

size where the sum of set-up cost and inventory holding cost is at a minimum. This concept is correct theoretically 

but it is based on the flawed assumption that set-up time is a given and cannot be reduced. 

In a breakthrough publication called A Revolution in Manufacturing: The SMED System, Shigeo Shingo showed the 

West a technique through which set-ups could be reduced to below 10 minutes on most equipment. He called 

the technique SMED — ‘Single Minute Exchange of Dies’. This TRACC provides a logical step-by-step approach to 

implement set-up time reduction in your organisation and move from Stage 1: Long Stops to Stage 5: Pit Stops. 

Benefits 

Reduced set-up times translate directly into a number of benefits which will have a huge influence on your 

organisation’s competitiveness: 

• The flexibility to respond quickly to customer demands without being bound by lengthy production runs and 

costly set-ups 

• Reduced stock holding levels and lower working capital requirements as a result of shorter production runs 

• Higher equipment utilisation because of the reduced set-up downtime 

• Reduced start-up wastes and rejects because of the efficiency of the set-ups 

• Simpler set-up procedures requiring lower skills that release higher skilled people, such as tradespersons, to 

focus on improvements 

• Predictability in the production scheduling because of the standardisation and consistency of changeovers 

• Higher production output 

• Bigger profits 

• Increased operator ownership and job satisfaction 

Outline 

This TRACC guides your organisation through the five stages of excellence in Set-up Time Reduction: 

Stage 1: Long Stops 

Stage 2: Awareness 

Stage 3: Separation 

Stage 4: Conversion 

Stage 5: Pit Stops 


SET-UP TIME REDUCTION (STR) 

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QUALITY 

Consumers have very strong views on quality, yet shaping 

their perceptions of quality is no small feat. 

This is the focus of this TRACC because quality is essentially 

about satisfying customer requirements. 


QUALITY (QU) 

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QU 

Why 

The title of this TRACC is Quality as opposed to Quality 

Assurance or Quality Control. 

In the past there has been confusion around these 

two concepts: 

QUALITY 





• Quality control is defined as ‘those quality activities focused on fulfilling quality requirements’. For the purpose 

of this TRACC, the focus is therefore on the activities during the manufacturing process, where the quality of the 

end product is directly influenced. 

• Quality assurance is defined as ‘the part of quality management focused on providing confidence that 

requirements will be fulfilled’. It is therefore more focused on the quality management systems that will support 

quality control and demonstrate with confidence, adherence to quality requirements. 

The Total Quality Management (TQM) movement of the 80s and 90s was aimed at improving both the quality control 

and assurance elements in organisations. It therefore appears to be the all-encompassing term, but the ‘management’ 

element does not do justice to the key role of front-line workers in ensuring good quality. 

This Quality TRACC thus embraces all the elements of TQM and it is focused on creating quality where it matters 

most — at the coalface. It also aims to improve the effectiveness of the quality effort over time, eventually striving 

for zero defects or Six Sigma levels of quality. 

NOTE: It is not the intention of this TRACC to duplicate or replace the ISO 9000-2008 system of quality 

assurance. It is assumed that the organisation is in the process of implementing ISO 9000-2008 (or a similar 

system). This TRACC will therefore focus on the application of the quality systems and techniques to improve 

product and process quality. 

Benefits 

• The implementation of the Quality TRACC will lead to improved customer satisfaction, reduced rework and 

rejects, and thus greater profit and less waste. Customer satisfaction will be improved by consistent product 

performance, lower product cost, reliable delivery dates and improved customer service. This, in turn, will lead 

to increased customer satisfaction and loyalty as well as increased sales. 

• On the other hand, good quality translates into lower cost through reduced rework and errors, and the resulting 

reduction of waste relating to manpower, machine time and material. 

• Reduction in waste also leads to happier and more motivated people. Less defects and errors help 

personnel realise that they are doing a good job, because receiving compliments from customers and 

management can be highly motivating. 

• Customers base their buying decisions on their perception of ‘value for money’, which is usually a 

combination of price, quality, response time and product flexibility. For many organisations quality has become 

an order qualifier, implying that poor quality becomes a disqualifier in the customer’s mind, while good quality 

is taken for granted. If you do not improve your quality consistently you may find you are no longer in the race. 

Outline 

This TRACC provides a step-by-step process to move an organisation from a reactive ‘trial and error’ quality situation 

to becoming a world class supplier of exceptional quality products and services at Stage 5: 

Stage 1: Trial and Error 

Stage 2: External Control 

Stage 3: Operator Control 

Stage 4: Process Control 

Stage 5: Zero Defects 


QUALITY (QU) 

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TRAINING 

METHODOLOGY 


TRACC Training Methodology 

PLEASE NOTE: 

TRACC Training Workshops form an 

integral part of the TRACC system and 

are only available to organisations with 

a TRACC licence. 

TRAINING METHODOLOGY — OPERATIONS TRACC V5 

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TRACC training enables companies to become competitive by unlocking capabilities just-in-time. Implemenation 

actions in the roll-out trigger a need to train a specific skill or competency and the system provides all the 

workshop materials and train-the-trainer certification. 

ELC 

ELC Workshop 

Ongoing support 

Master Facilitator Best Practice Leaders Master Trainer 

SSC TRACC Trigger 

LMC 2IA3 

LMC 2IA3 

Master Facilitator 

selection 

Best Practice 

Leader selection 

Master Trainer 

selection 

SSC selection 

LMC 2IA3 



Master Trainer 

Workshop 

SSC Workshop 

LMC 2IA3 



Area Facilitator 

Implementation 

Task Force 

Internal Trainer 

Team Leader 

Team 

TRACC Trigger 

Area Facilitator selection 

Task Force selection 

Internal Trainer selection 

LMC 3IA1 


Implementation 

Task Force Planning 

Internal Trainer 

Certification (TOT) 

LMC 3IA1 


WCO Induction 

(new employees only) 

LMC 3IA10 

EHS Awareness 

EHS Awareness 

EHS 2IA5 



EHS 2IA5 

Introduction to WCO 

Introduction to WCO 

TW 2IA5 

The Role of the 

Team Leader 

TW 2IA6 

Leading a Team Meeting 

with Visual Management 

TW 2IA6 

Team Building 

Team Building 

TW 2IA8 

Productive Team 

Meetings 

TW 2IA9 

Ongoing support Ongoing support Ongoing support 

Coaching Skills for 

Team Leaders 

Interpersonal Skills for 

Team Leaders 

Managing 5S 

Introduction to 

Ergonomics 

Leading a Team Meeting 

with Visual Management 

Overall Equipment 

Effectiveness 

Facilitating Situational 

Problem-solving 


Steps 0, 1 and 2 


Steps 3 and 4 


Interpersonal Skills 

for Teams 

5S 

Introduction to 

Ergonomics 


Overall Equipment 

Effectiveness 

Loss and Waste 

Awareness 


Steps 0, 1 and 2 


Steps 3 and 4 


TW 3IA5 

TW 3IA5 

TW 3IA7 

5S 2IA3 

5S 2IA4 

5S 4IA2 

VM 2IA5 

VM 2IA6 

VM 3IA1 

FI 2IA7 

FI 2IA2 

AM 2IA3 

AM 3IA1 

STR 2IA5 


Quality 

Introduction to Statistical 

Process Control 

Quality 

Introduction to Statistical 

Process Control 

QU 2IA7 

QU 4IA5 

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TRAINING 


TRACC Stage 2 

Stage 3 

Stage 4 

Leading and 

Managing Change 

Strategy Deployment 

2IA4 

Leader Standard Work 

3IA4 

High Performance 

Coaching 3IA6 

Teamwork 

Work Team Design 

2ST2 

High Performance 

Coaching 4IA4 

5S 

Ergonomic Principles 

and Design 4IA2 


Facilitating Profit 

Improvement Projects 2IA5 



2IA2 

Asset Care 

Asset Care 

Strategy 2IA2 

Asset Care 

for Managers 2IA2 

Fast TRACC RCM 3IA3 

Quality 

Quality Management 2IA2 

Statistical Process 

Control 4IA1 


Set-up Time 

Reduction 2IA2 

* There are no specialist workshops for Environment, Health and Safety 

This table depicts the way that Team, Team Leader and Specialist Training is rolled out in a typical TRACC 

implementation. The table should be read from top to bottom, left to right. It is important to note that each 

organisation will have a unique roll-out plan. 

The TRACC Training Methodology enables companies to be 

competitive by unlocking the inherent capabilities of employees 

at all levels, in order to: 

• develop skills for current and future organisational needs 

• improve bottom-line results 

• implement best practices 

• build positive relationships 

• align to the company vision and create the critical mass for 

a successful intervention 

““ 

Through the training of trainers, 

coaching, and mentoring 

programmes, TRACC ensures the 

long-term building of capabilities 

within your organisation. 

Based on the principles of adult learning, the learning interventions combine practical, hands-on application 

with experiential learning exercises, role-plays and simulations, and span across all levels of the organisation. 

The outcomes-based material ensures that skills and behaviours learned are transferred to the workplace. 

Ongoing research and development are integral parts of the TRACC development philosophy, ensuring that the 

latest thinking on skills development and best practice implementation is integrated into the product. 


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TRAINING 

Building Internal Capability 

Through the training of trainers, coaching, and mentoring programmes, TRACC ensures the long-term building of 

capability within your organisation. The TRACC Training of Trainers programme will ensure the following: 

• Trainers will be familiarised with the TRACC Team and Team Leader workshops including their purpose, framework 

and content 

• Trainers will learn how to use the TRACC Team and Team Leader workshops as a learning and 

implementation intervention for building best practices in the workplace 

• Trainers will develop an understanding of adult learning and the role of the facilitative trainer 

• Training skills and techniques most applicable to learning in the workplace will be built and practiced 

The Assessment Generator provides a user-friendly framework for knowledge assessment that can be integrated into 

the organisation’s training and development methodology. 

Number of Training Hours per Stage: 

200 

180 

160 

140 

120 

100 

80 

60 

40 

20 

0 

Stage 2 

Implementation Structure Training 

Stage 3 Stage 4 

Specialist Training Team Training Team Leader Training 


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TRAINING 

TRACC training is provided across four main target audience groupings: 

1. Implementation Structure Workshops: 

Executive Leadership Committee (ELC) 

Site Steering Committee (SSC) 

Master Training of Trainers/Facilitators (MTOT) 

Internal Trainers (TOT) 

Implementation Task Force (ITF) 

2. Implementation Structure Support: 

Team Leaders 

3. Shop Floor Teams 

4. Best Practice Specialists 

““ 

TRACC Training enables 

companies to become competitive 

by unlocking capabilities. 

TRACC Workshops 

Multi-site 

implementation 

structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 

Multi-site Implementation Structures Workshops 

• Executive Leadership Committee (ELC) Workshop 

• Site Steering Committee (SSC) Workshop 

• Master Trainer Workshop 

• Training of Trainers 

• Implementation Task Force Planning Workshops: 

− Task Force Module 0 

− Task Force Introduction to World Class Operations (WCO) 

− Task Force Environment, Health and Safety (EHS) 

− Task Force Teamwork (TW) 

− Task Force 5S 

− Task Force Visual Management (VM) 

Multi-site 


structures 

Team Leader 

Training 

Team Leader Training Workshops 

• Training of Trainers 

• The Role of the Team Leader 

• Coaching Skills for Team Leaders 

• Interpersonal Skills for Team Leaders 

• Leading a Team Meeting with Visual Management 

• Managing 5S 

• Facilitating Situational Problem-solving 

− Task Force Focused Improvement (FI) 

− Task Force Autonomous Maintenance (AM) 

− Task Force Asset Care (AC) 

− Task Force Set-up Time Reduction (STR) 

− Task Force Quality (QU) 

Team Training 

Specialist 

Training 


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TRAINING 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 

Team Training Workshops 

• World Class Operations (WCO) Induction (new employees only) 

• Environment, Health and Safety (EHS) Awareness 

• Hazard Spotting 

• Team Building 

• Productive Team Meetings 

• Introduction to World Class Operations (WCO) 

• Interpersonal Skills for Teams 

• 5S 

• Introduction to Ergonomics 

• Visual Management 

• Overall Equipment Effectiveness 

• Loss and Waste Awareness 

• Autonomous Maintenance Steps 0, 1 and 2 

• Autonomous Maintenance Steps 3 and 4 

• Set-up Time Reduction 

• Quality 

• Introduction to Statistical Process Control 

Multi-site 


structures 


• High Performance Coaching 

• Work Team Design 

• Ergonomic Principles and Design 

• Facilitating Profit Improvement Projects 

• Autonomous Maintenance 

• Asset Care Strategy 

• Asset Care for Managers 

• Fast TRACC RCM 


• Quality Management 

• Statistical Process Control 

• Leader Standard Work 

• Strategy Deployment 

Team Leader 

Training 

Team Training 

Specialist 

Training 


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IMPLEMENTATION 

STRUCTURE 

WORKSHOPS 

> Executive Leadership Committee (ELC) 

Workshop 

> Site Steering Committee (SSC) Workshop 

> Master Trainer of Trainers (MTOT) 

Workshop 

> Training of Trainers (TOT) Workshop 

> Implementation Task Force Planning 

Workshop 

PLEASE NOTE: 





IMPLEMENTATION STRUCTURE WORKSHOPS — OPERATIONS TRACC V5 

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IMPLEMENTATION STRUCTURE WORKSHOP 

EXECUTIVE LEADERSHIP COMMITTEE (ELC) WORKSHOP 

TARGET AUDIENCE: 

MEMBERS OF THE ELC 

DURATION: 

ONE DAY 

COMPONENTS: 

FACILITATOR GUIDE 

WORKBOOK 

SLIDE DECK 

TRACC Training Workshops form an integral part of the TRACC 

system and are only available to organisations with a TRACC licence. 

CODE: 

ELC 

Overview 

This one-day workshop aims to develop the Executive Leadership Committee members into a strong, guiding 

coalition which is able to lead the change process effectively. It is facilitated by the TRACC consultant. 

Outcomes 

By the end of this workshop, participants will be able to: 

• recognise TRACC Best Practices and ‘What Good Looks Like’ 

• discuss the TRACC implementation process 

• recognise TRACC’s major components 

• discuss TRACC implementation structures 

• recognise the content and structure of the LMC TRACC 

• complete the LMC digiTRACC assessment 

• develop an LMC implementation plan for Stage 2 

• begin LMC Stage 2 implementation actions 

The workshop pertains to the following TRACC 

• Leading and Managing Change 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


EXECUTIVE LEADERSHIP COMMITTEE (ELC) WORKSHOP 

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SITE STEERING COMMITTEE (SSC) WORKSHOP 




This training takes place over two days and aims to develop the Site Steering Committee members into a strong 

guiding coalition which is able to lead and guide the change process effectively. It is facilitated by the TRACC consultant. 

Outcomes 


SITE STEERING COMMITTEE MEMBERS 

DURATION: 

TWO DAYS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 

SUPPORTING MATERIAL: 

> Pilot line selection tool.xls 

> Risk Assessment Questionnaire 

> SSC rules of operation 

> Stakeholder support analysis 

CODE: 

SSC 


• recognise TRACC Best Practices and ‘What Good Looks Like’ 

• discuss the TRACC implementation process 

• recognise TRACC’s major components 

• discuss TRACC implementation structures 

• recognise the content and structure of the LMC TRACC 

• complete the LMC digiTRACC assessment 

• develop an LMC implementation plan for Stage 2 

• begin LMC Stage 2 implementation actions 

The workshop pertains to the following TRACCs 

• The entire Operations TRACC suite 

> Leading and Managing Change > Environment, Health and Safety > Autonomous Maintenance 

> Visual Management > Focused Improvement > Teamwork > 5S 

> Asset Care > Set-up Time Reduction > Quality 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


SITE STEERING COMMITTEE (SSC) WORKSHOP 

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MASTER TRAINER OF TRAINERS (MTOT) WORKSHOP 


CANDIDATE MASTER TRAINERS 

DURATION: 

FIVE DAYS 

(excluding live TOT presentation for accreditation) 




COMPONENTS: 


WORKBOOK 

SLIDE DECK 

CODE: 

MTOT 

This workshop looks at three aspects of the journey of the Master Trainer — the past, the present and the future. 

The past 

The past takes a brief look at where the participants have come from. What process they followed to be here in the 

Master TOT workshop, and what some of the risks are that they should be aware of if their company followed an 

alternative process. 

The present 

The present examines the structure and content of this workshop as well as the assessment and accreditation 

process that they will undergo to be certified as TRACC Master Trainers. 

The future 

The future looks at what will be required of the Master Trainers once they are accredited. 

Outcomes 

By the end of the workshop and follow-up work, the participants will be able to: 

• describe the process that is used to accredit Master Trainers 

• recognise the role of the Master Trainer 

• schedule and project-manage training according to the implementation plan 

• select internal trainers 

• train internal trainers 

• assess and certify internal trainers 

• evaluate the effectiveness of training 

• coach internal trainers 






Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


MASTER TRAINER OF TRAINERS (MTOT) WORKSHOP 

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TRAINING OF TRAINERS (TOT) WORKSHOP 


INTERNAL TRAINER CANDIDATES 

DURATION: 

NINE DAYS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 


> TOT invitation letter 




This workshop is run over nine days and is set out as follows: 

CODE: 

TOT 

Day 1: 

• Introductions and outcomes 

• Understanding TRACC 

• TRACC Training of Trainers process 

• The design of TRACC workshops 

• Preparing for training • Presentation skills 

Day 2: 

• Learning and training • The characteristics of adult learners 

• Anxiety and resistance to learning • Facilitative trainers 

• Facilitative training techniques • Overcoming common training challenges 

• Administration and evaluation of learning 

Days 3 and 4: 

• Preparation for presentations 

• Individual coaching 

Days 5, 6, 7 and 8: 

• Presentations (half a day per participant) during which participants are assessed 

Day 9: 

• Next steps • Presentation to management 

Outcomes 

By the end of this workshop, participants should be able to: 

• demonstrate an understanding of TRACC 

• demonstrate an understanding of the content of the TRACC training workshops 

• prepare for delivery of TRACC training workshops 

• facilitate TRACC training workshops 

• maintain an administrative system for TRACC training 

• evaluate the effectiveness of the TRACC training workshops 






Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


TRAINING OF TRAINERS (TOT) WORKSHOP 

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IMPLEMENTATION TASK FORCE PLANNING WORKSHOP 


MEMBERS OF THE ITF 

SSC CHAMPIONS (only attend their practice) 

DURATION: 

The duration depends on the client requirements, 

usually one day per practice session and two days 

of implementation planning. 



CODE: 

ITF 


This workshop is often split into two sessions: Foundations and Pillars. These two sessions are sometimes run a few 

months apart. 

This workshop covers the following areas: 

• Introduction to TRACC 

• TRACC Best Practices (Leading and Managing Change, Environment, Health and Safety, Teamwork, 5S, 

Visual Management, Focused Improvement, Autonomous Maintenance, Asset Care, Quality, and 

Set-up Time Reduction) 

• Implementation planning 

• Presentation to the Site Steering Committee 

Deliverables 

• 6 to 12 month implementation plan 

The assessments that are completed at the end of every practice form the basis of an implementation plan that 

determines the sequence and duration of events across the next 6 to 12 months. 

• Presentation to the Site Steering Committee 

This presentation will cover what the group has learnt, what the self-assessments have identified as the current 

state, what challenges are anticipated, where the Site Steering Committee’s assistance is required, and what the 

plan looks like for the next 6 to 12 months. 

Outcomes 

By the end of the workshop, the Implementation Task Force will: 

• recognise the principles of World Class Operations (WCO) 

• understand and be able to action the WCO Transition Charter 

• recognise and understand the functioning of WCO implementation structures 

• recognise their role in the WCO implementation process 

• familiarise themselves with TRACC and digiTRACC 

• recognise how to create a SMART implementation plan 

• agree on the next steps and assign responsibility 

• have built a working relationship with the Site Steering Committee Best Practice champions 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 



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TRACC Training Workshops form an integral part of the TRACC system and are only available to organisations with a TRACC licence. 

MODULE COMPONENTS CODES 

Task Force Module 0 Facilitator guide TFMOD0 

Task Force Introduction to WCO Facilitator guide IWCO 

Workbook 

Slide deck 

digiTRACC PPT 

Task Force EHS Facilitator guide TFEHS 

Workbook 

Slide deck 

Task Force TW Faciltator guide TFTW 

Workbook 

Slide deck 

Supporting Material 

- ‘Build the Team’ video 

Task Force 5S Facilitator guide TF5S 

Workbook 

Slide deck 

Supporting Material 

- Launch 5S video 

- 5S levels of achievement 

- 5S pilot line selection tool 

- 5S example of red tag procedure 



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TRACC Training Workshops form an integral part of the TRACC system and are only available to organisations with a TRACC licence. 

MODULE COMPONENTS CODES 

Task Force VM Facilitator guide TFVM 

Workbook 

Slide deck 

Task Force FI Facilitator guide TFFI 

Workbook 

Slide deck 

Task Force AM Facilitator guide TFAM 

Workbook 

Slide deck 

Task Force AC Faciltator guide TFTW 

Workbook 

Slide deck 

Task Force STR Facilitator guide TFSTR 

Workbook 

Slide deck 

Task Force QU Facilitator guide TFQU 

Workbook 

Slide deck 








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TEAM LEADER 

TRAINING 

> The Role of the Team Leader 

> Coaching Skills for Team Leaders 

> Interpersonal Skills for Team Leaders 

> Leading a Team Meeting with 


> Managing 5S 

> Facilitating Situational Problem-solving 

PLEASE NOTE: 





TEAM LEADER TRAINING — OPERATIONS TRACC V5 

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TEAM LEADER TRAINING 

THE ROLE OF THE TEAM LEADER 


TEAM LEADERS 

DURATION: 

FOUR AND A HALF HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

RTL 


This workshop is designed for the newly appointed team leader to gain a thorough understanding of their role in 

the organisation. The module also examines different behavioural and leadership styles, the skills required to lead a 

successful team and how the role of the team leader changes as the team develops. 

Outcomes 


• describe the activities that need to be carried out by the team leader 

• review and monitor personal development 

• identify their personal behaviour style 

• recognise how their behaviour style impacts the team 

• identify areas for development 

• define the concept of ‘leadership’ and distinguish between different leadership styles 

• recognise the phases of team development and how their leadership style changes with each phase 

• explain the actions required to progress team development 

• explain the organisation’s vision for team empowerment 

• recognise the factors that are needed to empower team members 

• recognise and explain the three categories of skills needed by team leaders 


• Teamwork 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


THE ROLE OF THE TEAM LEADER 

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COACHING SKILLS FOR TEAM LEADERS 


TEAM LEADERS 

DURATION: 

EIGHT AND A HALF HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

CSTL 


This one-day workshop deals with the skills that team leaders require to coach and mentor team members. It covers 

the basic coaching competencies as well as the Six Steps coaching model. 

Outcomes 


• define the word ‘leadership’ 

• explain and describe different leadership styles 

• explain the word ‘coaching’ 

• explain the word ‘competence’ 

• outline the purpose of coaching 

• describe the broad categories of people who require coaching 

• list situations where coaching may not be appropriate 

• describe and discuss a coaching framework 

• describe the Standard Operating Procedures (SOPs) 

• list the five characteristics of an effective coach 

• state the five skills required of a coach 

• list different types of questions 

• explain the importance of feedback in coaching 

• explain the importance of listening skills in coaching 

• describe the importance of planning 

• explain the benefits of ‘demonstration’ 

• explain the importance of practise 

• describe important issues when giving feedback 


• Teamwork 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


COACHING SKILLS FOR TEAM LEADERS 

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INTERPERSONAL SKILLS FOR TEAM LEADERS 


TEAM LEADERS 

DURATION: 

TWO DAYS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

IPSTL 


This workshop examines effective communication and conflict handling, assertiveness and giving feedback, and how 

to help teams deal with change. It is designed to impart both knowledge and practical experience for a number of 

different interactive skills. 

Outcomes 


• explain the concept of emotional intelligence 

• list the barriers to effective communication 

• describe the verbal and non-verbal elements of communication 

• describe the five golden rules of communication 

• communicate effectively with the team and line management 

• demonstrate the ability to listen actively 

• give constructive feedback to team members 

• assist the team to reach consensus 

• behave assertively with both team members and line management 

• recognise and effectively deal with conflict in the team 

• list the five steps for dealing with change 

• use various techniques to overcome team members’ fear of change 


• Teamwork 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


INTERPERSONAL SKILLS FOR TEAM LEADERS 

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LEADING A TEAM MEETING WITH VISUAL MANAGEMENT 


TEAM LEADERS 

DURATION: 

EIGHT HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

LTMVM 


In this workshop we will learn how to facilitate team meetings successfully. We will examine how best to plan 

and facilitate meetings so that they are both productive and motivating. We will also discuss the importance of 

Visual Management and how it can be used to motivate the team, keep them aligned with their goals, and drive 

continuous improvement. 

Outcomes 


• recognise the importance of visual management 

• demonstrate knowledge and understanding of the team performance indicators, targets and measurement system 

• demonstrate the ability to plot and update graphs 

• demonstrate the ability to update scoreboards 

• recognise the importance of team meetings 

• demonstrate an understanding of the structure of daily team meetings 

• demonstrate an understanding of what is required to make meetings productive 

• identify the process of evaluating team meetings 


• Teamwork 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


LEADING A TEAM MEETING WITH VISUAL MANAGEMENT 

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MANAGING 5S 


TEAM LEADERS 

DURATION: 


COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

M5S 


This workshop focuses on the role of the team leader in implementing and maintaining 5S in the workplace. It 

equips team leaders with the knowledge and skills they require to coach their teams in the theory and practical 

application of 5S. 

Outcomes 

By the end of the workshop, the participants will be able to: 

• list and describe the 5S principles 

• list the benefits of 5S for the team 

• recognise the reasons for resistance to 5S, and overcome this resistance 

• describe the role of the team leader in implementing 5S 

• describe the importance of setting standards to maintain 5S 

• create a 5S map 

• generate 5S rules with the team 

• conduct regular 5S audits with the team 

• create and update 5S graphs 

• create 5S improvement plans 


• 5S 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


MANAGING 5S 

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FACILITATING SITUATIONAL PROBLEM-SOLVING 


TEAM LEADERS 

DURATION: 





This workshop is designed to look at the team leader’s role in helping the team to establish the best practice of 

Focused Improvement, by identifying and eliminating waste, as well as by solving other workplace problems. 

Outcomes 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 

SUPPORTING MATERIAL 

> FSPS TL handout 

CODE: 

FSPS 


• define the concept of ‘focused improvement’ 

• define ‘waste’ 

• explain the need to eliminate waste 

• appreciate the benefits of working as a team 

• overcome resistance to implementing Focused Improvement as a best practice 

• list ways of building participation 

• discuss ways to develop the team’s waste awareness 

• list ways to help the team identify problems 

• encourage situational problem-solving 

• list ways of assisting the teams to implement, measure, monitor and display improvements 

• describe the role and behaviour of the team leader in a problem-solving meeting 

• list the DMAIC steps of problem-solving in the correct order 

• describe the need to sustain solutions 

• effectively facilitate problem-solving sessions 

• appreciate and explain the need to evaluate problem-solving sessions 


• Focused Improvement 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


FACILITATING SITUATIONAL PROBLEM-SOLVING 

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TEAM 

TRAINING 

PLEASE NOTE: 





> World Class Operations (WCO) Induction 

> Environment, Health and Safety (EHS) 

Awareness 

> Hazard Spotting 

> Team Building 

> Productive Team Meetings 

> Introduction to World Class Operations 

(WCO) 

> Interpersonal Skills for Teams 

> 5S 

> Introduction to Ergonomics 

> Visual Managment 

> Overall Equipment Effectiveness 

> Loss and Waste Awareness 

> Autonomous Maintenance Steps 0, 1 and 2 

> Autonomous Maintenance Steps 3 and 4 

> Set-up Time Reduction 

> Quality 

> Introduction to Statistical Process Control 

TEAM TRAINING — OPERATIONS TRACC V5 

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TEAM TRAINING 

WORLD CLASS OPERATIONS (WCO) INDUCTION 




This workshop aims to bring new employees up to speed with the principles and practices of WCO that have already 

been taught to the existing team members. 

Outcomes 


NEW EMPLOYEES 

DURATION: 

SIX HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECKS 

CODE: 

WCOIN 

NEW EMPLOYEES ONLY 

By the end of this workshop, the participants will be able to: 

• recognise the principles of world class operations 

• discuss the need for the organisation to become world class 

• list the principles of 5S and recognise how they can be applied in the workplace 

• apply the principles of visual management 

• identify and eliminate waste in the workplace 

• comply with the organisation’s health and safety rules 

• recognise the characteristics of effective teams 

• recognise effective communication 



Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


WORLD CLASS OPERATIONS (WCO) INDUCTION 

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TEAM TRAINING 

ENVIROMENT, HEALTH AND SAFETY (EHS) AWARENESS 


TEAMS AND TEAM LEADERS 

DURATION: 

FOUR HOURS 




The focus of this workshop is to draw attention to the shift in attitude and mindset required from all employees on 

all levels within an organisation, in order to establish and cultivate an EHS culture that will ultimately extend beyond 

the workplace into communities. 

Outcomes 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 


> EHS Awareness Video 

CODE: 

EHSA 


• appreciate the importance of a good EHS culture 

• recognise the elements that affect EHS 

• recognise how EHS culture progresses through the five stages of maturity 

• recognise the benefits of implementing good EHS practices 

• recognise and explain the links between EHS and other best practices 


• Environment, Health and Safety 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


ENVIRONMENT, HEALTH AND SAFETY (EHS) AWARENESS 

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TEAM TRAINING 

HAZARD SPOTTING 



DURATION: 

FOUR HOURS 




The focus of this workshop is on how to spot hazards in the workplace. In this workshop, we will look at common 

types of workplace hazards, each team member’s roles and responsibility for ensuring safety, and how to perform 

hazard spotting in different work areas. 

Outcomes 


• list common workplace hazards 

• identify hazards in their own work area 

• recognise their role in ensuring that workplace hazards are dealt with effectively 


• Environment, Health and Safety 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 


> HAZARD SPOTTING VIDEO 

CODE: 

HS 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


HAZARD SPOTTING 

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TEAM TRAINING 

TEAM BUILDING 



DURATION: 

ONE OR TWO DAYS (client choice) 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

TB 


This workshop is aimed at laying the foundations for a strong and productive team. During this workshop the team 

establishes its purpose and vision, works on setting team objectives, discusses the roles in the team and decides on 

a team code of conduct. 

Outcomes 

By the end of this workshop, the participants will be able to: 

• describe the need for and the benefits of work teams 

• list the characteristics of productive and successful teams 

• explain the importance of team performance targets 

• contribute towards setting team targets and work towards achieving them 

• list team key performance indicators 

• describe the different roles of team members 

• explain the importance of clear roles in a team 

• explain the importance of clear and agreed team processes 

• explain what a code of conduct is and why it is necessary 

• participate in developing the team code of conduct 

• adhere to and monitor the correct application of the team code of conduct 

• engage in a good working relationship with team members and the team leader 


• Teamwork 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


TEAM BUILDING 

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TEAM TRAINING 

PRODUCTIVE TEAM MEETINGS 


TEAMS 

DURATION: 


COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

PTM 


This workshop focuses on how to conduct productive team meetings, but the ability to participate positively in team 

meetings depends a great deal on interpersonal skills. The Interpersonal Skills for Teams workshop discusses various 

elements of effective communication in much more detail. 

Outcomes 


• identify the benefits of team meetings 

• identify how to participate positively in team meetings 

• describe the structure and record-keeping requirements of team meetings 

• describe the characteristics of a productive team meeting 


• Teamwork 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


PRODUCTIVE TEAM MEETINGS 

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TEAM TRAINING 

INTRODUCTION TO WORLD CLASS OPERATIONS (WCO) 


TEAMS 

DURATION: 


COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

IWCO 


This workshop lays the foundation for the Teamwork TRACC by dealing with the need for competitiveness and 

explaining what is meant by the term ‘world class’. The TRACC Best Practices are introduced and the importance 

of dealing with change proactively is discussed. The team spends time discussing its key success factors and team 

members discover their place in the value chain. The need for continuous improvement is emphasised. 

Outcomes 


• describe what is meant by the term ‘world class’ and continuous improvement 

• explain the need for competitiveness 

• describe the company’s business — what it does, who its customers and suppliers are, who its competitors are 

and how they compare 

• explain the company’s order winners 

• describe the team’s key success factors 

• apply the six steps for dealing with change in the workplace 

• describe the company value chain from raw material through to the finished product 

• appreciate how their work performance can affect the external customer 

• identify and implement opportunities to improve service based on the team’s key success factors 

• describe the essential components of an action plan 

• participate with the team in action planning 

• explain how the team plans to improve on its key success factors 


• Teamwork 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


INTRODUCTION TO WORLD CLASS OPERATIONS (WCO) 

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TEAM TRAINING 

INTERPERSONAL SKILLS FOR TEAMS 


TEAMS 

DURATION: 

TWO DAYS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

IPST 


This workshop is designed to expand the interpersonal skills of team members and, in so doing, to build up their 

ability to manage themselves and their function within the team effectively. 

This workshop equips team members to practise assertive behaviour, to deal with interpersonal and team conflict, 

and to give and receive feedback. It also aims to build the emotional intelligence (EQ) of team members by first 

giving individuals an awareness of the current state of their EQ and then expanding their range of emotional skills 

(e.g. identifying, expressing and managing emotion, controlling impulses and handling stress). 

Outcomes 


• define ‘interpersonal skills’ 

• explain the link between interpersonal skills and EQ 

• explain the impact of EQ on team performance 

• explain the concept of ‘emotion’ 

• express emotion appropriately in the workplace 

• describe methods that can be used to manage stress 

• appreciate the importance of self-motivation 

• appreciate the importance of empathy 

• explain the need for assertive communication within the team 

• display assertive behaviour 

• demonstrate the ability to give and receive constructive feedback within the team 

• identify typical responses to conflict 

• list the steps for handling conflict 

• effectively handle conflict 


• Teamwork 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


INTERPERSONAL SKILLS FOR TEAMS 

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TEAM TRAINING 

5S 


TEAMS 

DURATION: 

EIGHT HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

5S 


This workshop focuses on workplace organisation. It focuses on the fact that 5S is more than mere housekeeping — 

it is a striving for cleanliness, order and discipline in the workplace, which will have a positive impact on every aspect 

of the way in which organisations function. 

Outcomes 


• name and define each of the 5S principles in the correct order 

• explain why 5S is needed in the company 

• explain how the implementation of 5S will benefit the company 

• recognise the role of the team in the implementation of 5S 

• participate in 5S audits in the workplace 

• participate in 5S clear-ups and deep cleaning exercises 

• appreciate the importance of and participate in the setting of the team’s 5S standards 

• maintain 5S standards in the allocated area on the 5S map 

• participate in action planning for the improvement of 5S 

• explain the team’s 5S improvement plans 


• 5S 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


5S 

95

BACK TO INDEX 

TEAM TRAINING 

INTRODUCTION TO ERGONOMICS 



DURATION: 

FOUR HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

IE 


This four-hour workshop for teams and team leaders highlights the benefits of following good ergonomic practices, 

and introduces ways for teams to implement ergonomic principles in their work areas. 

Outcomes 


• appreciate the benefits of ergonomics 

• recognise good ergonomic practices 

• customise ergonomic principles for themselves and their work areas 

• recognise workplace design limitations and how to overcome them 

• create a personal ergonomic implementation plan 


• 5S 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


INTRODUCTION TO ERGONOMICS 

96

BACK TO INDEX 

TEAM TRAINING 

VISUAL MANAGEMENT 


TEAMS 

DURATION: 

SIX AND A HALF HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

VM 


This workshop is aimed at developing the performance measurement skills necessary for the successful working of 

the team. It covers all aspects of team performance measurement — collecting, displaying and using data. 

Outcomes 


• explain the need for measurement in world class companies 

• define ‘visual management’ 

• list the team’s Key Performance Indicators (KPIs) 

• explain the link between each team’s KPI, and organisational competitiveness and profitability 

• explain how each KPI is measured 

• list tools for collecting data and link them to the team’s key performance measures 

• explain the need for accuracy and precision when collecting data 

• log performance data accurately and timeously, in accordance with the company’s standards 

• name the kinds of graphs used by the team and explain their different uses 

• plot information correctly for applicable graphs using data provided 

• explain the purpose of team calculations (e.g. percentage) 

• use the correct formula (e.g. percentage) to correctly transform data into the required format 



Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


VISUAL MANAGEMENT 

97

BACK TO INDEX 

TEAM TRAINING 

OVERALL EQUIPMENT EFFECTIVENESS 



DURATION: 

SEVEN HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

OEE 


This workshop equips teams with the knowledge and skills to calculate the Overall Equipment Effectiveness 

(OEE) of their machines to enable them to improve their productivity. It also gives them an appreciation of 

the importance of OEE. 

Outcomes 


• define ‘productivity’ 

• explain the importance of equipment productivity 

• explain the need to monitor equipment effectiveness in the workplace 

• list the three elements of OEE 

• explain how major losses affect each of the elements of OEE 

• describe the role of the operator in preventing each of the major losses 

• collect, calculate and display appropriate data about machine losses, and their impact on efficiencies 

• maintain and improve machine availability, the productivity rate and the quality rate 

• use OEE data for problem-solving and continuous improvement 

• distinguish between allowed downtime and normal downtime 

• calculate availability correctly 

• calculate the performance rate correctly 

• calculate the quality rate correctly 



Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


OVERALL EQUIPMENT EFFECTIVENESS 

98

BACK TO INDEX 

TEAM TRAINING 

LOSS AND WASTE AWARENESS 


TEAMS 

DURATION: 

SEVEN HOURS 




This workshop is designed to help teams identify waste in their workplace and to start eliminating it by using the 

basic 5 Why problem-solving steps. During the course of the workshop, the teams also discuss the cost of waste and 

the advantages of team problem-solving. 

Outcomes 


• define ‘value’ and ‘waste’ 

• appreciate the need to eliminate waste 

• recognise the major types of waste and be able to identify them in their work area 

• conduct root cause analysis using the 5 Why technique 



COMPONENTS: 


WORKBOOK 

SLIDE DECK 


> 5 Why problem-solving 

CODE: 

LWA 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


LOSS AND WASTE AWARENESS 

99

BACK TO INDEX 

TEAM TRAINING 

AUTONOMOUS MAINTENANCE STEPS 0, 1 AND 2 



DURATION: 

EIGHT HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

AMO-2 


This workshop, which covers Autonomous Maintenance steps 0, 1 and 2, is designed to help teams to reduce 

equipment problems by empowering operators to take greater care of their equipment. During the course 

of the workshop, the operating teams will gain practical experience in cleaning, inspecting and tagging a piece 

of equipment. 

Outcomes 


• understand the causes of equipment problems and the impact on production 

• define the term ‘autonomous maintenance’ 

• recognise the seven steps of autonomous maintenance 

• explain the cost of equipment problems in the company 

• describe the causes of problems on the team’s equipment 

• participate in the equipment condition audit and interpret the results 

• explain the benefits of preventive maintenance 

• explain the categories of autonomous maintenance tasks 

• explain the new roles of operators and tradespeople in autonomous maintenance 

• explain the importance of correct equipment operation and adherence to SOPs when operating equipment 

• appreciate the benefits of regular equipment cleaning 

• describe look-listen-feel inspection techniques 

• explain the need to eliminate sources of contamination and to make cleaning easier, using examples from 

the workplace 

• participate in making equipment and operational improvements 

• describe and adhere to the company’s procedure for reporting equipment problems 

• explain the objectives and benefits of assisting the maintenance person 

• provide examples of minor repairs which should be carried out by operators 

• list the maintenance tasks reserved for the maintenance persons 

• explain the objectives of the initial cleaning exercise 

• describe the kinds of activities which take place during initial cleaning 

• describe the purpose of the different tags and how they are used 

• actively participate in the initial cleaning exercise both during the workshop and in the workplace 



Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


AUTONOMOUS MAINTENANCE STEPS 0, 1 AND 2 

100

BACK TO INDEX 

TEAM TRAINING 

AUTONOMOUS MAINTENANCE STEPS 3 AND 4 



DURATION: 

EIGHT HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

AM3-4 


This workshop, which covers Autonomous Maintenance steps 3 and 4, follows on from the Stage 2 workshop, 

Autonomous Maintenance Steps 0, 1 and 2. This workshop is intended to provide a brief review of what was covered 

in Stage 2, as well as a check-in to determine how well Stage 2 activities have been implemented and maintained. 

The second half of the workshop should be facilitated by a senior maintenance person who will brief the team in 

cleaning and lubrication standards, and general equipment inspection. Then the team should be taken to the work 

area, where they will receive practical training on how to conduct these activities. 

Outcomes 


• recognise the seven steps of autonomous maintenance 

• describe and adhere to the company’s procedure for reporting equipment problems 

• explain the objectives and benefits of assisting the maintenance person 

• participate in making equipment and operational improvements 

• list maintenance tasks reserved for the maintenance persons 

• follow the equipment cleaning schedules 

• explain the importance of lubrication and use the lubrication schedule as specified 

• explain the difference between normal and abnormal equipment conditions, and give workplace examples 

• describe their daily inspection routine 

• describe look-listen-feel inspection techniques and conduct regular inspections according to 

inspection schedules 

• provide workplace examples of visual controls and explain the objectives and benefits of visual controls 

• perform minor repairs on their equipment and assist the maintenance person with fault-finding and 

major repairs 



Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


AUTONOMOUS MAINTENANCE STEPS 3 AND 4 

101

BACK TO INDEX 

TEAM TRAINING 

SET-UP TIME REDUCTION 



DURATION: 

SEVEN HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

STR 


This workshop examines the meaning and importance of Set-up Time Reduction. It looks at internal and external 

factors, and explores how set-up time can be reduced. 

Outcomes 


• define the concept of a set-up or changeover 

• explain why set-up time is a waste and needs to be reduced 

• create a spaghetti diagram 

• distinguish between internal and external set-up activities using workplace examples 

• participate in separating internal, external and unnecessary set-up activities using the agreed form 

• participate in creating a checklist for external set-up activities using the agreed format 

• describe ways of converting internal set-up activities into external ones, using workplace examples 

• describe ways of streamlining internal and external activities, using workplace examples 

• identify opportunities to eliminate adjustments 

• explain the need to follow standard set-up procedures 

• follow the required SOPs for set-ups 

• explain the impact of 5S on set-up times 

• adhere to 5S standards in the workplace and during set-ups 

• appreciate the importance of preparation and planning for set-ups 

• thoroughly prepare and plan for set-ups 

• explain the link between problem-solving and set-up time reduction 

• participate with the team in recording set-up wastes 

• participate in measuring and recording set-up times 

• participate in setting targets to reduce set-up time 



Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 



102

BACK TO INDEX 

TEAM TRAINING 

QUALITY 



DURATION: 

FOUR HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

QU 


This workshop prepares the work team for the implementation of a quality system by explaining the need for 

good quality and defining the principles of quality. It also explains the elements of a quality system and covers the 

customer requirements and their associated quality standards. Finally, it discusses the role of the operators in 

preventing quality defects through a ‘right first time’ approach and discusses the role of the operator in detecting 

quality defects and taking corrective action. 

Outcomes 


• define ‘quality’ 

• describe the possible causes of quality problems 

• appreciate the benefits of having an effective quality system 

• identify and distinguish between internal and external customers and suppliers 

• explain the importance of meeting customer requirements 

• describe the quality standards and customer requirements of the products they produce 

• describe the results of poor quality 

• explain how poor quality costs money 

• explain how poor quality links with waste 

• explain why trying to control quality through inspection does not work 

• describe what is meant by a ‘do it right first time’ attitude 

• provide examples of ways to prevent quality problems through process control, and use them in the workplace 

• describe ways of detecting quality problems early, and use them in the workplace 

• describe the corrective action(s) which should be taken when quality problems occur, and use them in 

the workplace 

• demonstrate an understanding of team roles and processes 

• use a quality checklist to identify quality defects 

• correctly complete the relevant quality documentation 


• Quality 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


QUALITY 

103

BACK TO INDEX 

TEAM TRAINING 

INTRODUCTION TO STATISTICAL PROCESS CONTROL 



DURATION: 

SIX HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

ISPC 


This module introduces the concept of statistical process control to teams. They will first learn about basic concepts, 

such as variation and accuracy, as well as the difference between normal variation and variation with assignable 

causes. They will also be introduced to control charts with control limits and will learn how to complete them using 

sample data. Finally, they will learn how to interpret these control charts as a first line of quality control. 

Outcomes 


• define the term ‘statistical process control’ 

• explain the concept of ‘variation’ 

• distinguish between normal and abnormal variation 

• list ways to reduce variation 

• demonstrate the ability to collect product samples 

• list the critical parameters of the team’s products 

• accurately collect and record sample data 

• explain the layout of the Statistical Process Control (SPC) chart in terms of the centre line, and control limits and 

warning limits 

• calculate and plot data points on control charts (and R-charts) 

• explain the rules for, and provide examples of, out-of-control processes 

• correctly interpret SPC charts using the rules for out-of-control processes 

• take corrective action for out-of-control processes 

• use examples to explain the concept of ‘on-target’ 

• explain what is meant by process capability 

• explain the link between SPC and quality control 

• describe their role and responsibilities with regard to SPC 


• Quality 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


INTRODUCTION TO STATISTICAL PROCESS CONTROL 

104

BACK TO INDEX 

SPECIALIST 

WORKSHOPS 

PLEASE NOTE: 





> High Performance Coaching 

> Work Team Design 

> Ergonomic Principles and Design 

> Facilitating Profit Improvement Projects 

> Autonomous Maintenance 

> Asset Care Strategy 

> Asset Care for Managers 

> Fast TRACC RCM 

> Set-up Time Reduction 

> Quality Management 

> Statistical Process Control 

> Leader Standard Work 

> Strategy Deployment 

SPECIALIST WORKSHOPS — OPERATIONS TRACC V5 

105

BACK TO INDEX 

SPECIALIST WORKSHOP 

HIGH PERFORMANCE COACHING 




The aim of this workshop is to introduce the concept of coaching and why the nurturing of a coaching culture within 

the organisation is viewed as being synonymous with a world class organisation. 

One of the ways of improving performance is by unlocking other people’s potential to maximise their own 

performance and helping them to learn and become aware of something, rather than teaching them. 

Outcomes 


SITE STEERING COMMITTEE MEMBERS 

IMPLEMENTATION TASK FORCES 

MIDDLE MANAGEMENT 

COACHES AND FACILITATORS 

TEAM LEADERS AND HR 

DURATION: 

TWO DAYS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 

CODE: 

HPC 


• identify coaching concepts and principles 

• recognise the role of coaching in the WCO context 

• recognise the role of leadership coaching in the WCO context 

• improve their coaching effectiveness by recognising different learning styles 

• determine their current emotional intelligence and identify areas for improvement 

• recognise multiple intelligence strengths in themselves and identify different types of multiple intelligence 

in others 

• develop coaching competencies 

• apply tools and techniques to practise effective coaching 

• recognise how to develop a sustainable coaching culture in the organisation 



Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


HIGH PERFORMANCE COACHING 

106

BACK TO INDEX 


WORK TEAM DESIGN 


SITE STEERING COMMITTEE AND TEAMWORK 

IMPLEMENTATION TASK FORCE CHAMPION(S) 

DURATION: 

ONE DAY 




The aim of this workshop is to conduct the preparatory work that will enable the Site Steering Committee to 

design and make teams operational, clarify and implement team leader roles and responsibilities, and get work team 

support structures in place. 

Outcomes 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 

CODE: 

WTD 


• recognise the basic principles of organisational design 

• recognise the characteristics of teamwork at different levels in the organisation 

• recognise support requirements for work teams 



• Teamwork 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


WORK TEAM DESIGN 

107

BACK TO INDEX 


ERGONOMIC PRINCIPLES AND DESIGN 




This workshop for Implementation Task Force and Site Steering Committee members sets the scene for the 

implementation of ergonomics in the workplace. It covers basic ergonomic design principles, and provides the 

background information required for the Implementation Task Force to manage the implementation of ergonomics 

in their area. 

Outcomes 


IMPLEMENTATION TASK FORCE AND SELECTED SITE 

STEERING COMMITTEE MEMBERS 

DURATION: 

FOUR HOURS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 

PRE-READING 

> Ergonomics cost benefit: Case Study 

collection.doc 

> How Does Ergonomics Impact Your Business 

CODE: 

EPD 


• appreciate the benefits of designing the workplace according to ergonomic requirements 

• appreciate the ergonomic challenges faced by the team members 

• recognise and redesign work areas, tools and processes that have a poor ergonomic design 

• set ergonomic improvement targets 

• obtain insight into the content of the team and team leader Introduction to Ergonomics workshop 

• recognise their responsibilities in managing the implementation of ergonomics in their area 

• create and maintain an ergonomics progress chart for the teams and team leaders 


• 5S 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


ERGONOMIC PRINCIPLES AND DESIGN 

108

BACK TO INDEX 


FACILITATING PROFIT IMPROVEMENT PROJECTS 


CANDIDATES TO BECOME PROFIT IMPROVEMENT 

PROJECT FACILITATORS (Yellow Belts) 

DURATION: 

TWO DAYS 




This workshop provides a framework for effective problem-solving. It equips participants with knowledge of the 

problem-solving steps as well as practical experience in the use of some techniques. It also enables them to facilitate 

problem-solving sessions in teams and lead profit improvement projects. 

The workshop will be a mixture of theoretical work and practical application of the techniques. Participants will be 

given the opportunity to apply the methodology to their workplace problems. The results will be fed back to the 

trainer and a senior management panel after about two months. 

Outcomes 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 

CODE: 

FPIP 

The workshop has the following structure: 

• Introduction to structured problem-solving 

• Profit improvement projects 

• Overview of the steps — DMAIC: 

> Define — 5W1H, process mapping and OPI (Output-Process-Input) diagrams, project management tools 

> Measure — data gathering, tally sheets, pareto and stratification 

> Analyse — root cause analysis, e.g. end state analysis, 5 Why 

> Improve — countermeasures, action plans 

> Control — work instructions, one point lessons 



Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


FACILITATING PROFIT IMPROVEMENT PROJECTS 

109

BACK TO INDEX 


AUTONOMOUS MAINTENANCE 


AM SPECIALISTS, INCLUDING OPERATORS 

MANAGERS 

SELECTED MEMBERS OF THE SITE STEERING 

COMMITTEE 

DURATION: 

TWO DAYS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

AM 


This workshop looks at Autonomous Maintenance (AM) as a TRACC Best Practice, including its principles and 

objectives. It covers the detail around Autonomous Maintenance within the TRACC context, and what it might look 

like within a manufacturing environment. 

Outcomes 


• describe the role of AM and how it interfaces with other best practices 

• describe the principles and objectives of AM 

• list the seven steps of AM 

• identify good AM practices, visual controls, tools and techniques 

• begin applying steps one to four in a selected work area 

• begin planning how to implement AM in the pilot areas 



Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 



110

BACK TO INDEX 


ASSET CARE STRATEGY 


EXECUTIVE MANAGEMENT 

UNION REPRESENTATIVES AND KEY ASSET CARE 

PERSONNEL 

DURATION: 

TWO DAYS (can be reduced to 1 day depending on 

client’s needs and operating environment) 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

ACS 


Taking into account senior management’s view with regards to the equipment strategy, the maintenance 

department, in partnership with production, should define its asset care strategy. This strategy should be 

quantifiable and because it is the reason for their existence, it should guide all maintenance activities. 

The Asset Care Strategy will typically address aspects such as optimum availability of critical equipment, adherence 

to safety and environmental legislation, and cost-effectiveness of all aspects of asset care including organisational 

structures. It should also embrace a culture of Continuous Improvement (CI). 

Outcomes 


• understand the overall goal of an asset care strategy 

• identify the themes or Key Performance Areas (KPAs) for asset care 

• determine priorities for sustainable improvement 

• ensure that these align with the project Key Performance Indicators (KPIs) identified by the Site Steering Committee 

• consider changes to the organisational structure to implement the asset care strategy 

• develop an implementation plan to address the gaps between the current state as described in the asset care 

assessment and the desired end state 

• ensure this plan aligns with the Site Steering Committee master plan and the Implementation Task Force plan 

• agree on the format and frequency of management meetings 

• agree on facilitation requirements, either by using an internal facilitator or on external consultant with 

regular progress reviews to the management team (e.g. monthly visits by a consultant) and review of the 

strategy (e.g. annually) 

• agree on short-term actions 


• Asset Care 



Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


ASSET CARE STRATEGY 

111

BACK TO INDEX 


ASSET CARE FOR MANAGERS 





MAINTENANCE ENGINEERS 

RELIABILITY ENGINEERS 

MAINTENANCE PLANNER 

PRODUCTION MANAGER/TEAM LEADERS 

MAINTENANCE SUPERVISORS 

DURATION: 

TWO DAYS 

This workshop introduces managers to the principles and philosophy of asset care management. It furnishes 

participants with an understanding of new trends in maintenance, development of preventive maintenance 

schedules using Reliability Centred Maintenance (RCM) techniques and management of the Computerised 

Maintenance Management System (CMMS), and related business processes. 

The topics covered include: 

• Overview of the Asset Care TRACC 

• Overview of the asset care strategy and implementation process 

• Findings of the asset care assessment 

• Importance of maintenance Key Performance Indicators (KPIs) and targets 

• Understanding the need for the development of an effective asset care program 

• RCM techniques 

• Key business processes 

• Autonomous maintenance interface with asset care 

• Focused improvement linkage 

• Implementation structures and roles 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 


> ACM-SW-Fast TRACC RCM decision logic 

A3 Diagram 

CODE: 

ACM 

Outcomes 


• understand the principles and themes of asset care 

• understand the role that asset care plays in turning maintenance from a cost centre to a profit centre 

• list the requirements of an integrated asset management programme 

• understand the basic principles of RCM 

• describe the best practices that will improve the maintenance initiative 

• discuss the key themes of Preventive Maintenance, Analysis and Improvement, and Planning and Scheduling 





Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


ASSET CARE FOR MANAGERS 

112

BACK TO INDEX 


FAST TRACC RCM 


LEVEL 2 AND 3 ASSET CARE SPECIALISTS 

DURATION: 

FOUR DAYS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

FTRCM 


This workshop provides participants with a platform for rapid implementation of a Reliability Centred Maintenance 

(RCM) program. RCM is a sustainable practice that promotes profit and cost improvement within a short time frame. 

The workshop takes into account the significant differences between various industries. This customised approach 

allows for the rapid implementation of a reliability based preventive maintenance program, as well as the emergence 

of a powerful Continuous Improvement (CI) ethic, based on locally developed root cause analysis techniques and 

the ability to realise a Computerised Maintenance Management System (CMMS) return on investment. 

In addition to the generic case studies presented during the workshop, analysis will be carried out on the client’s 

own equipment. This correlation between theory and practical provides experience for quicker future analysis by 

workshop participants. 

Outcomes 


• understand the fundamentals of RCM — the team and the process 

• understand the equipment selection requirements 

• understand failure process and screening techniques 

• implement structural maintenance program methods 

• develop, implement and sustain an RCM program 

• understand how to reduce life cycle cost 

• measure the effectiveness of the RCM program 





Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


FAST TRACC RCM 

113

BACK TO INDEX 






This workshop looks at Set-up Time Reduction (STR) as a TRACC Best Practice aimed at reducing loss and waste. 

It involves analysing a set-up process and applying the steps for reducing set-up times to this process. As part of 

the workshop, the participants will perform a practical STR exercise on a set-up in the workplace. 

Outcomes 


SET-UP TIME REDUCTION SPECIALISTS 

DURATION: 

TWO DAYS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 


> Case Study SABMiller 

> Case Study Nampak 

> Case Study Can-Pack 

> Case Study DuPont 

> Case Study Fonterra 

CODE: 

STR 


• explain how set-up time is a waste 

• explain how set-up time reduction fits into WCO 

• analyse a set-up process 

• separate internal and external activities 

• convert and streamline set-up activities 

• complete an exercise that demonstrates the application and benefits of set-up time reduction 

• implement the technique in other parts of the plant 



Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 



114

BACK TO INDEX 


QUALITY MANAGEMENT 


QUALITY SPECIALISTS 

DURATION: 

TWO DAYS 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

QM 


Senior management and the Site Steering Committee should have a clear understanding of the principles of Quality 

and their importance for the business improvement strategy. Then they need to develop a vision and a strategy 

to guide the organisation when it implements the necessary systems and practices to improve the quality of its 

products and services. Finally, the roles and responsibilities for Quality need to be clarified, especially regarding the 

role of the Quality department. 

Outcomes 


• explain the importance of quality in the business environment 

• discuss the principles of quality management 

• list some of the quality management techniques 

• help develop a quality improvement strategy for the organisation 

• explain the roles and responsibilities of the various functions in the organisation 

• describe the content and structure of the Quality TRACC 

• develop an implementation plan 

• establish performance indicators to monitor the success of the strategy 


• Quality 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


QUALITY MANAGEMENT 

115

BACK TO INDEX 


STATISTICAL PROCESS CONTROL 


QUALITY SPECIALISTS 

DURATION: 

EIGHT HOURS 



COMPONENTS: 


WORKBOOK 

SLIDE DECK 


> Statistical Process Control Specialist 

Workshop excercises 


Workshop examples 


Workshop excercises facilitator 


Workshop table 


This workshop looks at Statistical Process Control (SPC) — an approach to quality that shifts the focus of quality 

control from the product to the process. SPC uses ‘in progress’ sampling techniques to monitor a process, or 

processes that directly impact product quality. 

The workshop also looks at how to perform process capability studies and use other statistical methods. 

Outcomes 

CODE: 

SPC 


• define the meaning of foundation statistics terminology 

• describe how to perform process capability studies 

• design and use effective statistical process control 

• use statistical methods to assist with problem-solving for continuous improvement 


• Quality 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


STATISTICAL PROCESS CONTROL 

116

BACK TO INDEX 


LEADER STANDARD WORK 


ALL TEAM LEADERS, MANAGERS AND LEADERS 

DURATION: 

ONE DAY 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

LSW 


This workshop shows how Leader Standard Work can shift the focus of leaders to mentoring, coaching and facilitating 

problem-solving. It assists the organisation to define those standard tasks that will support the key objectives and 

performance indicators and thereby drive sustainable continuous improvement. It will ensure the integration of all 

tiers of leadership in the organisation through standard work. 

Outcomes 


• appreciate the benefits of Leader Standard Work 

• discuss the concept of Leader Standard Work as a way of operating 

• recognise how Leader Standard Work integrates into a continuous improvement management system 

• apply the steps for creating standard work throughout the organisation 


• Teamwork 


Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


LEADER STANDARD WORK 

117

BACK TO INDEX 


STRATEGY DEPLOYMENT 


ALL LEADERSHIP LEVELS 

DURATION: 

ONE DAY 

COMPONENTS: 


WORKBOOK 

SLIDE DECK 



CODE: 

SD 


This workshop introduces participants to the theory and practice of Strategy Deployment across all levels of 

the organisation. It is aimed primarily at deployment of the improvement strategy but the methodology can be 

applied with little modification to the deployment of organisational strategy as well. Specific improvement 

initiatives and also key targets are being deployed, utilising A3 visualisation and the Plan-Do-Check-Act cycle 

as the foundation. Securing the active participation of all employees in the process is a central theme which 

distinguishes this methodology from more traditional top-down approaches. 

Outcomes 


• appreciate the benefits associated with Strategy Deployment 

• explain the concept of Strategy Deployment as a foundation of the management system 

• recognise how Strategy Deployment underpins the continuous improvement process 

• participate meaningfully in the process of Strategy Deployment 





• Teamwork 

Multi-site 


structures 

Team Leader 

Training 

Team Training 

Specialist 

Training 


STRATEGY DEPLOYMENT 

118

BACK TO INDEX 

What Does 

GOOD 

Look Like 

““ 

TM 

An online community of best 

practice where you can share best 

practice examples and interact with 

improvement practitioners and 

TRACC users the world over. 

TM 

Some companies that have 

already contributed photographs 

and content to the WGLL 

community of best practice are: 

BEST 

PRACTICE 

BEST 

PRACTICE 

BEST 

PRACTICE 

BEST 

PRACTICE 

WHAT DOES GOOD LOOK LIKE 

119

BACK TO INDEX 

TAPPING INTO PRIDE - EVERY MEMBER 

COUNTS - SENSATION 

TRACC Ref: 

TRACC Stage: 2 

LEADING AND MANAGING CHANGE 

------------------------------------------------------ 

TRACC IMPLEMENTATION ACTION 2IA9 

Formulate and Communicate 

SLOVAKIA 

VISUAL INDICATION OF 

OPEN/CLOSE STATE 

TM 




------------------------------------------------------ 


Implement Visual Controls 

What Does Good Look Like 

TM 

UNITED STATES 

CLEAN AND TAG 

Today online communities reach out across much greater 

distances than ever before. Technology allows for a much 

richer participation that can be more meaningful despite 

limited ‘face time.’ 

Continuous Improvement (CI) practitioners are constantly 

challenged with the question, ‘What does good practice 

look like’. 

Due to the constantly changing competitive landscape, the demonstrated 

best practice example or answer of yesterday may not apply today. More 

importantly, there is a different example or answer for the various stages 

of CI. 

While an online community of practice cannot replace the value of ‘face 

time’, it does allow for knowledge sharing and for community members to 

stay in touch between meetings. 

The WGLL service is complimentary. 

To join, simply register as a member and start sharing this free knowledge 

base. The service is available in English, Mandarin and Spanish. 




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Perform the Clean and Tag Exercise 

NEW ZEALAND 

TRACKING IMPROVEMENT PROJECTS 



FOCUSED IMPROVEMENT 

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Initiate and Track Improvement Projects 


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WGLL 

What Does Good Look Like 

TM 

Visual Studio 

WGLL houses a visual studio that enables members to access 

photographs, templates and examples of best practice from 

leading organisations across the globe. Examples range from 

a broad spectrum of industries including Food and Beverage, 

Healthcare, Mineral Processing and Packaging. The Visual Studio 

illustrates what manufacturing best practice looks like at various 

stages of maturity and is a great reference tool for when your 

people ask “What does world class look like” 

WGLL eBook 

WGLL also provides members with access to the WGLL Journal 

– an annual eBook packed with case studies from leading global 

companies as well as thought leadership articles geared towards 

the implementation of best practice and organisational strategy. 

WGLL Resource Centre 

WGLL membership includes access to the WGLL Resource Centre – 

a rich source of multimedia intellectual property for free download 

such as podcasts, videos, and presentations. 

Integrative Improvement System Diagnostic (iiSd) 

Integrative improvement (ii) is the new approach 

to sustainable operations excellence. Without 

an ii approach, performance improvement using 

methodologies, such as Lean and Six Sigma, are 

not sustainable. Take 30 minutes to complete 

an online iiSd and get your iiSd Progress Chart 

Report. In this new approach to excellence, this report maps your 

organisation’s ii maturity as well as benchmarks your organisation 

against others in the iiSd database in your industry. 

To access the WGLL services free of charge 

Register as a member of What Does Good Look Like (WGLL) on 

our website — www.etracc.net 

BEFORE 

AFTER 

BEFORE 

AFTER 


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PUBLICATIONS 

TRACC Publications 

Sharing knowledge and experiences in best practice 

is the lifeblood of the TRACC community. Our 

editorial team is collaborating continuously with its 

global client base to publish their stories and case 

studies. 

To ensure that our users and readers are constantly 

learning about cutting-edge thinking and are 

informed as new global competitive drivers unfold, 

TRACC editors work closely with consulting teams 

to scan industries continuously for changing 

practices, new processes and emerging trends. In 

addition, we have established ties with a number 

of leading academics, thought leaders, as well as 

research and professional bodies. 

TRACCtimes 

onTRACC 

This thought-provoking monthly insight covers an article or 

interview with a thought leader that usually provides a new 

perspective on a topic. 

A four-monthly periodical which comprises a collection of in-depth 

articles, case studies and client updates in an eight-page digital 

publication that is distributed every four months. TRACCtimes is not 

distributed in the same month as onTRACC. 

TRACC PUBLICATIONS 

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PUBLICATIONS 

REGULAR TRACC PUBLICATIONS 

CONTRIBUTORS 

Glenn Leask 

Glenn Leask is the President of CCI Inc. (USA). He helped co-found CCI 25 years 

ago and assisted in formulating and innovating the TRACC Management Solution. 

He has extensive experience in manufacturing strategy and implementing world 

class competitiveness philosophies and techniques. Glenn has consulted to 

numerous blue chip corporations in the USA, UK, Europe, Central America, 

Russia and Africa. He remains close to the TRACC innovation process as its 

footprint expands around the world. 

Dean Cook 

Dean Cook is Phase 5 Group’s Managing Director overseeing Business 

Development, Staff Development and Service Delivery for the group’s 

North American clients. He currently works with clients throughout the 

Americas. Prior to forming the Phase 5 Group, Dean had 10 years of professional 

experience as a consultant and trainer, as well as experience in research and 

product development in a variety of industries. In addition to the US, he has 

worked extensively in Latin America and speaks Spanish and French fluently. 

Roddy Martin 

Roddy is Senior Vice President, Global Supply Chain for CCI Inc. Previously he 

was Senior Vice President and a distinguished Analyst at AMR Research. 

Roddy has over 27 years of industry experience, most recently at South 

African Breweries, where he was also appointed to lead a portion of the SAB 

Performance Management Intervention. He travels, presents and advises global 

industry leaders on supply chain best practices, supply chain strategies and 

manufacturing change management. 


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PUBLICATIONS 


CONTRIBUTORS 

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Bridget Woods 

Bridget Woods has extensive experience in facilitating and supporting 

organisational change, learning and development. She consults to national 

and multinational corporations in the fields of identity, brand and values 

management. Bridget was instrumental in developing the first TRACCs and has, 

more recently, led a research and development team in developing a TRACC 

for Environmental Sustainability. 

Roger Price 

Roger is a Senior Director of Implementation Services with Phase 5 Group, 

supporting the implementation of TRACC for companies such as DuPont and 

Land O’Lakes. Roger has extensive experience as a trainer/facilitator and is 

an accredited TRACC Master Trainer capable to certify internal trainers to 

deliver training interventions for shop floor work teams. Roger has a BA in both 

Economics and Political Science from Wake Forest University. Roger is based in 

the Washington DC area. 

John Vaughan-Jones 

John Vaughan-Jones is Managing Director of CCI Australia and a Director of the 

CCI Group. He has a particular interest in large-scale projects in manufacturing 

competitiveness. He has over 20 years experience in the manufacturing industry 

as a consultant in world class manufacturing. During this time he has led major 

interventions in industries covering automotive, consumer goods, engineering, 

aerospace and packaging. He has lectured in Operations Management at both 

MBA and executive level and is an invited speaker at private and public functions. 


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TRACCtimes 

onTRACC 


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Dr. John Gattorna 

John Gattorna has been working in and around corporate logistics networks and 

supply chains for over two decades. In the ‘80s, disenchanted with the lack of 

predictive power in the logistics theories and practices of the day, he set out 

to find a business model that would better inform the design and operation of 

enterprise supply chains. And he succeeded. John has authored a few books, 

the latest is Dynamic Supply Chains, Delivering Value Through People. 

R 

C 

Professor Norman Faull 

Norman Faull was among the first wave of researchers in South Africa to 

introduce innovative manufacturing and supply chain efficiency concepts, such 

as Lean Manufacturing, into the country. These concepts continue to gain 

credibility around the world and are playing an important role in South Africa, 

where effective delivery is an issue of national priority. Faull has initiated a range 

of executive short courses in operations at the GSB, particularly in the Lean 

thinking area, and has led study tours to Japan and Germany in the last few 

years. He has recently explored the application of Lean principles to the 

healthcare sector. Faull is currently the Vice President for Europe and Africa of the Production and 

Operations Management Society. He has a BSc and BEng in Aeronautical Engineering from Stellenbosch 

University, an MSc from Cranfield University in the UK, and a PhD and MBA from the University of 

Cape Town. 

>>> 

FREE 


PUBLICATIONS 

SUBSCRIBE ONLINE TODAY! 

www.etracc.net 


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