Final WCM.pdf - myroyalmail

March 2013World Class Mailyour monthly update on how colleagues are using the WCm programme to improve performanceTOTALISERSLost time – sortedSAFETYSlips, trips and falls are thecause of most accidents at work.They can be easily addressed –and WCM is helping Doncasterdelivery office do just that.Sap from trees on the stepsleading to several businesses wascausing colleagues to slip. Thebusiness owners all agreed to steamcleantheir steps and keep themclean once they were made aware ofthe hazard.Postman Tim Hewer says: ‘Onecolleague suffered a bad shoulderinjury after slipping on the paving.‘When you’re used to your deliveryroute, you know all the hazards so it’sall too easy to ignore them. WCM gaveus the prompt to record everything,put solutions in place and sharethe information. We’re improvingeveryone’s safety as a result.’Safety success... (fromleft) postman CarlAllward, Tony and Timfirst steps to improvementTony Lumley, assistant managerand sector safety lead, says:‘Anything we can do to improve ourpeople’s safety out on deliveries isa no-brainer. The key is getting thepostmen and women involved, andthe team here has really embraced it.‘Since we started WCM, everysingle incident has been thoroughlyinvestigated and countermeasuresput in place.’42mail centreshave begunWCM510Each monthwe’ll bring MAIL SHOTSyou the viewsof employeesinvolved in WCM.How has it changedtheir job? What’sbetter under WCM?Mission IMP-possibleOur team at Heathrow WorldwideDistribution Centre (HWDC) hassmashed the national record forthroughput on an Integrated MailProcessor (IMP).IMPs machines help us deliver theright mail to our customers as quicklyas possible and one team at HWDCsmashed the pre-Christmas targets.‘I’m delighted,’ says KaramvirSokhey, WCM AutonomousMaintenance pillar lead.‘Our night shift IMP 4 teammanaged to beat our previous bestnational record and processed274,498 items in an eight-houroperation, with an average hourlythroughput of 34,312 above thenational average.’Under Autonomous Maintenance,HWDC classifies operators into fourlevels. Karamvir says: ‘Many of thepeople working on the machineshave WCM experience and theyused those skills to improve theirefficiency.’The operators were Ariel Samoza,Viktoras Dusauskas, Harjit Channa,Nadarajah Sivapalan, AmandeepMangat and Alexandra Tudoran.Nadarajah says: ‘We all workedtogether, encouraging each other toget the best results. If someone wastired, we helped keep them going.’IMP-ressive... Pritpaul Atwal, Viktoras,Nadarajah, Mike Sibley (plant manager),Ariel, Amandeep and Kam Mahli.SafetyCommitmentDeploymentQuality Control/Customer SatisfactionCost Deploymentdeliveryoffices arenow usingWCM23Logistics sitesusing WCMWORLD TW CLASS MAILGU RHFocused I m p rovementInvolvementImplementationAutonomous MaintenanceCommunicationEvaluationWorld Class Mail in a nutshellWorkplace OrganisationProfessional MaintenanceLogisticsUnderstandingStandardisation with VisibilityPeople DevelopmentEnvironmentMeasurementDocumentationDan Harvey, postman atDartford delivery office,came up with a moreefficient storage systemin the enquiry office(see main Courier). Hesays: ‘I was unsure aboutWCM, but I have comeround to understandingthat it is the futurefor this business. Onceyou’re taken throughthe WCM tools and youstart putting them intopractice, you see howWCM can improve things.It allows each of us toplay a part in helpingthe business run better.’WCM is a comprehensiveprogramme for continuousimprovement.It’s structured into 10areas, called pillars, coveringall operational activity and,step-by-step, it improvessafety, customer service,quality and productivity.It is achieved by involvingall our employees inattacking waste and lossescaused by sub-standardoperational processes andequipment.

myroyalmail.comFor daily news, visitstaff jump on boardApril 2012 2Tools to improve... Andyand Deb are using WCMto increase qualityDeliveriesThe more the merrier...Daniel and Kev areamong those driving WCMMore than 80 people at our Stokeand Stockport manual data entrycentres (MDEC) expressed aninterest in getting involved withWCM before it even launched.Now it’s up and running at the two sites,there’s no sign of that enthusiasm slowingdown.‘I was overwhelmed with the level ofinterest at the launch events last month,’says WCM champion Andy Donaldson.‘We held presentations by the pillarleads at workshops for staff to discusswhat WCM would mean for them at bothlocations.’Because of the type of work carried outBinthere,donethatOVERTOyouGot a WCM successstory or suggestionyou’d like to share?Let us know andyou might befeatured next time.Email worldclass@abcomm.co.uk orcall us on 020 79225670at the MDECs, where addresses that can’tbe read by our machines are keyed in tomake sure the item gets to the customer,they’ve adapted some of the pillars.‘The Autonomous Maintenance,Logistics and Professional Maintenancepillars just didn’t fit,’ says Andy. ‘But wehave introduced an additional pillar calledEarly Equipment Maintenance, whichdeals with how we specify any equipmentor technology we may need in MDEC.’So both centres have kicked off withfour pillars – Quality Control, CostDeployment, Safety and WorkplaceOrganisation. Their Quality Control work isalready well under way.EnvironmentRecycling is getting easier thanksto the introduction of new bins thatwill soon be appearing across ourprocessing sites and large deliveryoffices.Since recycling was first introducedacross our business, different types andcolours of bins have been used, whichcan be confusing. The new bins willmake it simpler to choose the right one.‘More than 60% of what goes inresidual waste could be recycled,’ saysJames Kokiet, environment manager.‘We can still make a significantimprovement, and these new bins aredesigned to make that easier.’Paul Hammacott from our facilitiessupplier Romec worked with theEnvironment pillar leads from theDeb Burgess, night shift manager andpillar lead, says: ‘We used WCM to identifythat postcode errors and was the mainarea we need to focus on improving.‘From there, we used our data toidentify our model area, and workedwith colleagues at Stockport MDEC onlate shift to prioritise the issues so we canunderstand and attack our quality defects.‘We are making good progress so far,and have now started work with thePeople Development pillar so our defectscan be attacked through training anddevelopment.‘We’re passionate about using WCM toeliminate errors and improve our service.’Showing the way... Kasia andoperator Mandy Charmandemonstrate the binsNational Distribution Centre and Leedsmail centre to incorporate WCM designrequirements. He says: ‘The bins aretransparent so that any contaminationby the wrong item is obvious. There’san A3 backboard attached to the binto display posters showing what itemscan go in the bins. To make things eveneasier, obvious colours have been used,so the recycling bin is green and theresidual waste bin is black.’Kasia Kozyra, Environment pillarlead at Peterborough mail centre, oneof the first sites to use them, says: ‘Thenew bins are much more visual and theposters make it clear what waste goeswhere. We’ve already seen an increasein recycling as more people are makingthe effort now it’s easier.’People PowerPeterborough postman Kev Hydon isinvolved with the Focused Improvementpillar. He says: ‘I saw the differenceWCM made in processing, so when it wasintroduced in deliveries I was keen togive it a go.‘Our model area is in sorting, where we’reusing WCM tools to reduce the amount of timespent walking to and from the frames. This willhelp us find a simpler way of working to reducewasted time.’WCM champion Daniel Dring says: ‘Work hasreally taken off since January, once Christmaswas out of the way. One of our main areas isSafety, and we’re concentrating on measures toreduce dog bites, which are quite high here.‘We were keen to make sure as many staff aspossible got involved in running WCM, and I’mdelighted with the results at such an early stage.We’ve launched six pillars, and three staff areinvolved in each one.’JArgon busterIn the second of our series to explain WCMterms, we look at Kaizen.Kaizen (Japanese for ‘change for the better’or ‘improvement’) is a way of bringing aboutproductivity improvement. It often involvestaking apart a process, system, product or serviceand putting it back together in a better way.Kaizen takes place across all WCM pillars and usessketches and visual signs to show progress and results.There are several types.Quick kaizen is used to carry out simple improvementsto problems that occur every day. It’s carried out by theoperator(s) themselves.Standard kaizen is used to solve problems that onlyoccur sporadically but have complex causes. It is usuallycarried out by two or three people and it may requiretraining a small team to analyse the problem.Major kaizen is used to solve more complex, long-termproblems, and usually involves a team of between threeand seven people, with a project leader. It can last as longas three months and activities are divided into steps.Advanced kaizen is used to solve the most complex,chronic problems using the most sophisticated WCMtools. It usually involves a team of around seven people,with a project leader. It can take up to six months.