Formal report for an organisation to implement valuable operations

Operation Management

December 1

2010

Lean operation/servi ce

[The document illustrates practical implementation of different valuable operations in Trinity Mirror company. Trinity Mirror Printing company uses Lean

Lean operation to minimise the waste Porters value chain for new of TMP

operations/services efficiently to handle all matters in quick sensation. Then TMP management applies Porters value chain to help newly employed line or section managers learn better for future planning.]

By

Ahsan Javed Student ID No. F1002220 October 2010 Intake

Submitted in accordance with the assessment requirement of Operation Management, MBA

London School of Business and Finance, Birmingham

December 2010

Table of Contents INTRODUCTION..................................................................1 II | P a g e

Summary...........................................................................2 Formal report of Trinity Mirror Printing Press Plc.................3 Required Tasks:.................................................................4
Operations:.............................................................................5

T (1): Lean Production and/or Lean Services for TMP............6 T (2) Waste management along value chain of Trinity Mirror Printing West Midlands:.....................................................9
Establish High Agreement of both What and How ........................................13

T (3) Evaluation the impact that recommendation will have on TMP organisations resources and justification of recommendations............................................................15 c. How to respond to the danger signals...........................25 Before entering to danger level of waste signals, researchers advise to adopt prevention method for each step................................................................................25 Each level of response clearly has been described in this picture to get satisfactory result.......................................25 .......................................................................................25 For every level, start each step before actual time to not to face time delay and fine amount.......................................25 CONCLUSION:..................................................................27

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This coursework assignment is generally analysis of Trinity Mirror Printing Plc. ..........................................................27 Conclusively this paper work can be summarized to some chief aspects...................................................................27 REFERENCES:...................................................................28

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INTRODUCTION
This paper is critical research which has been done individually. This document has been equipped properly with authentic references which are available whenever they are demanded. Trinity Mirror Plc is the largest printing firm of Britain. So it is honor for researcher to write for this good company.

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Summary
This paper introduces the functionality of operations through systematic way. And how does TMP get benefits through that way? Also some systematic rules have been deployed to get good results such as Lean service and Porters value chain. One thing which is very important is value chain of TMP should not be demoralized by these rules.

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Formal report of Trinity Mirror Printing Press Plc.

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Required Tasks: Tasks:

1. Critically evaluate the use of lean production and/or lean services in your chosen organisation (10 marks)

2. Discuss and recommend how waste is/can be managed along your chosen organisations value chain (20 marks)

3. Evaluate the impact that your recommendation will have on your organisations resources, and justify how your recommendation will ensure increased competitiveness, long term sustainability and corporate social responsibility (30 marks)

4. Using Porters value chain as a template, create a framework that will assist a newly employed first-line manager in your organisation with the following: a. Identify the types wastes in both primary and support processes b. The danger signals of each waste c. How to respond to the danger signals (30 marks)

5. Structure, writing style and reporting on actions clearly and competently (10 marks)

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Trinity Mirror plc: is a large British newspaper and magazine publisher. It is Britain's biggest newspaper group, publishing 240 regional papers as well as the national Daily Mirror, Sunday Mirror and People, and the Scottish Sunday Mail and Daily Record. Now it has started publishing the Birmingham Mail, Coventry Telegraph and regional free paper Metro. Its headquarters are at Canary Wharf in London. Listed on the London Stock Exchange, it is a constituent of the FTSE Small Cap Index.

Operations:
Trinity Mirror's printing division, Trinity Mirror Printing Ltd, is located at nine press sites throughout the UK, printing and distributing thirty-six major newspapers for the UK, including the Daily and Sunday Mirror, The People, the Daily Record (in Scotland), and other contract titles including titles for the Guardian Media Group. Trinity Mirror also owns a number of local titles in Northern England and in Surrey and Berkshire, after acquiring a number of titles from the Guardian Media Group in 2010. Being employee of Trinity Mirror Printing Press Plc at West midland site, It has been chosen to discuss these issues. Lean operation or service Waste management Recommendations to upgrade the standard of firm Porters value chain as template to draw the framework of firms operations.

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T (1): Lean Production and/or Lean Services for TMP

Lean production is an assembly-line methodology developed originally for Toyota. It is also known as the Toyota Production System. Leans philosophy, which focused on eliminating waste and empowering workers, reduce inventory and improved productivity.

Instead of maintaining resources in anticipation of what might be required for future manufacturing, Toyota automobiles maximize its multi-skilled employees with the help of this productive service. This service makes this company enabled faster to market demands than their competitors could. It also reduces the chances of waste material. Many industries, including software development and printing press, have adopted the principles of lean production. The ten rules of lean production can be summarized: Eliminate waste Minimize inventory Maximize flow Pull production from customer demand Meet customer requirements Do it right the first time Empower workers Design for rapid changeover Partner with suppliers Create a culture of continuous improvement (Kaizen)

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Conclusion; Trinity Mirror Printing Press Plc ideally can adopt the features of Lean service within the operations of business along its value chain to boost the level of satisfaction under, Time allocation Customer satisfaction Waste elimination Proper utilization workers power

So how instead can lean systems be described along value chain of TMP? At a very high level, lean systems gives people at all levels of the organization the skills and a shared way of thinking to systematically drive out waste through designing and improving work of activities, connections, and flows. By developing the skills of a learning line managers in organization, creating an environment of real-time learning nearest to the problem or point of impact, all employees can contribute to the time saving success of the firm. This simple and universal definition of lean broadens the scope and required skill set beyond traditional views. Many organizations have had great success using lean systems, regardless of how they defined it, towards creating world-class companies. It is great hope that this service will polish the overall floor services of TMP from production to delivery of newspaper to readers with quick safe of raw material and time. Lean production actually, will carpet the worker skills for TMP which were not utilized properly ever before. Lean services does cycle race on the basis of five Nos.

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When any firm including TMP uses this cycle race of Lean service of 5 Nos would get three stages of positive results. Improve in quality Increase in productivity

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Reduce in waste, time consuming, and cost of production

T (2) Waste management along value chain of Trinity Mirror Printing West Midlands:
The management of waste is a key component in a business' ability to maintaining the standard of accreditation and to keeping environment safe. Companies are encouraged to improve their environmental efficiencies each year. One way to do this is by improving a companys waste

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management with a new recycling service, (Such as recycling: glass, food waste, paper and cardboard, plastic bottles etc). In UK Health and Safety measures make recycling processes speedy and reliable. The ideal conditions to prevent the raw materials before going to be wasted are admirable and they are preventions themselves. This tree exposes all possible ways of recycling used by firms.

As motioned earlier, the waste management in TMP along its value chain is not big issue. TMP has a long term contract with RCA company, they remove paper container on time, but the best way is before taking 100 copies in bin, it is demanded to think how many copies were in need to print and how many were over. It should be tightly near to required figure, and this is PREVENTION as given in figure. It is needed to tone everything accordingly or in systematic way. According to Lean services, these issues can be solved by driving worker skills efficiently to give maximum output of the work. Thats why Lean services guide every type of firm to run business in smooth way insisting two things.

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Use workers skills to get quality of work and their skills development to make them allrounder.

By doing this waste can be minimised to bottom level, because every researcher recommends prevention is better than recycling.

In this figure, each principle represents a deeply embedded way of thinking that true lean systems thinkers carry with them. They come alive as a lens on your organization to see new forms of leverage. Most of the tools and methods that we associate with lean today are only applications of this thinking. Each principle carries with it leverage that can yield significant gains in the overall performance of your organization, but when you put them together, the synergy generated can drive your organization to best-in-class or best-in-any-class. In other words put all efforts as team work. These are the five principles to follow and it is recommended to implement these five principles by planning management on floor: Directly Observe Work as Activities, Connections and Flows 11 | P a g e

If someone asked you to explain the structure of TMP organization, line-manager would probably pull out an organizational chart and describe what each department or function does on a daily basis. With all these departments and functions, TMP needs effective views of the organization for the purpose of improving its performance. For that, TMP needs a filter
system, that filter system will be viewing the current reality of the company. Beyond Lean operation, our filters are our experiences, education and our environment. When TMP staff will use all these filters together, they will be more committed to their tasks. Walk through machinery as line-manger with a controller and ask that controller what he or she sees (means is he comfortable with line-managers set-up of lines before run). It would help us create a Lean company.

For good recommendations, TMP needs direct observation of activities, connections and pathways is required to understand current reality. Furthermore, that observation requires a framework to digest and expose opportunities for better results in future actually starting from tomorrow. Justification of this recommendation; The use of a framework provides the discipline of being thorough in understanding a current condition, and it also provides the opportunity to be specific about what needs to change. This principle requires a great deal of practice to master and it can be done by strong learning process of R&D. Systematic Waste Elimination
By strong collaborative work, prevent the raw material; dont let it to go for waste easily. It is basically meaning of Lean principle.

Justification; TMP must connect all of their resources to the customer in a flow-path designed to
deliver value - nothing else. The information required to deliver that value must flow through the same path. It will save time for team on floor and for customers as well. Waste everything pursued

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by a proper system, apart from that system everything which doesnt add value is waste. Stop it before coming at the level of waste.

Establish High Agreement of both What and How The lean starts with tools that brings changes of some level to organization. They will not transform your culture. The basic principle of this agreement is analyse what TMP basically is and how? This will tell us goals for what and specifically, how does the firm produce high level of activities? Apply rules and tools as they are demanded. Every task should be treated as important event. Justification; To attain all these, TPM should not come with cultural values; these cultural issues abolish values of standard. Most of organisations use lean as tool, but actually it is a rule, so TMP can use its own good tools with skilled efforts to make goals and objectives possible. When firm attains standard, it can handle every situation easily as part of continuous improvement. Systematic Problem Solving Every day, every person in organization is solving problems. No one has the job title of problem solver because it wouldnt make anyone unique as part of systematic way. This does not mean we need new tools; the tools, as said many times, already work. It is the thinking and the context around the tools that makes a difference and why systemic problem solving is a crucial principle in lean systems thinking. Systematic thinking makes systematic problem solving process, even tools that already in use can work efficiently with systematic thinking.
Justification; this opportunity will work if two things should do efforts at right time Seek every problem as an opportunity to focus on the ideal state.

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Decision-making at the point of activity. The biggest problem is when people are given the authority to make decisions without any guidance or skills in how to make them. Dont do decision making at point of start, the systematic problem solving is prepare ourselves before start of activity. This will give confidence and time to tackle the problems. Good problem solver solves problem before big happenings.

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T (3) Evaluation the impact that recommendation will have on TMP organisations resources and justification of recommendations
The four rules are the laws of lean transformation - they are the bedrock. According to rules recommendations are systematized to give their results. The principles are the lens and the thinking to enable us to apply the rules and enable lean transformation to come alive. The principles and rules fit together, as show below:

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Justification of recommendations:
To improve the quality of work at TMP floor, all recommendations clearly have been made to follow step by step. With each recommendation, justification with solid reason has been written for better understanding, because it is difficult to understand the recommendations and justifications separately. More about justifications, our organisation should be learning organisation. Everyone should consider

himself/herself as learner to improve skills. Create a Learning Organization Creating a learning organization at every level and through every activity is the most critical of principles. This is the glue principle; it holds everything together. Without integrating learning into how firm works, workers are sure to be stagnant. Every firm spends but very little time working on the business such as how the business does what it does. When there is a problem or breakdown in the company, within the team, or between two people, do you hear questions such as: What is it about how we work that allowed this breakdown to happen? How is our thinking serving us well or not? Is the system creating unintended consequences such as this breakdown? What can we do together to prevent this breakdown from happening again? So before start questioning, TMP or any organisations line managers should be capable to start work for problem solving. This action will reduce time waste. Lastly, again it is demand that..

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Create frequent points of reflection be a learning organization. Leaders must be learners and teachers.

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T (4): Porters value chain as a template:

Porter Value Chain Template

Firm infrastructure:General management, Planning Management, Legal, Finance, Accounting Human Resource Management: Recruitment, Retention, Training, R&D Technology Development: Continuous improvement in printing & finishing assets Procurement of Resources: Purchasing paper, printing consumables and other finishing
consumables

S upport Processes

Competitive Advantage Outbound Logistics

Warehousing Order fulfilment Transportation Distribution

Primary Business Processes

Inbound Logistics

Operations

Marketing and Sales

Partnership Advertising Promotion

Service
Customer support

Reception Printing Storage Inventory control Finishing Transportation planning

Framework for new-line manager:

The value chain framework quickly made its way to the forefront of management thought as a powerful analysis tool for strategic planning. The simpler concept of value streams, a cross-functional process which was developed over the next decade, had some success in the early 1990s. Porters Value chain process successfully has been partitioned into two subdivisions along with competitive advantage as output so both subdivisions work collectively for company if it is applied truly and new-line manager works step by step to learn really meaningful. 18 | P a g e

The value-chain concept has been extended beyond individual firms. It can apply to whole supply chains and distribution networks. As it is clear from Porters template, it works in subdivisions, Support process and Primary Business Process along with competitive advantage of both subdivisions collectively. Framework within TMP along its value chain has been set in accordance with Porters hierarchy. Porter terms this larger interconnected system of value chains the "value system."

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In Support processes, TMP can look after the management like as follows, Features Firms infrastructure: Waste reduction along TMP value chain General Adds quality work to decision making which could help firms business in profit run Adds value to strengthen the supply chain and storage effectively No shortage of anything on floor No delay to customers delivery No time waste during production process of newspaper Paper waste should be at bottom level Right people at right positions can help to remove chances of waste Encouragement for new people to learn more Systematic R&D for TMP with respect to Technological Development Procurement of Resources future time and money saving Adds innovative change in operations to deliver each operation in quick way Adds value to purchasing of good quality paper. It enhances printing quality and delivery standard. Adds value to printing consumables and other consumables

Management Planning management

Human Resource Management

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A value system includes the value chains of a firm's supplier (and their suppliers all the way back), the firm itself, the firm distribution channels, and the firm's buyers (and presumably extended to the buyers of their products, and so on). Capturing the value generated along the chain is the new approach taken by many management strategists. For example, a manufacturer might require its parts suppliers to be located nearby its assembly plant to minimize the cost of transportation or delivery charges to customers. By exploiting the upstream and downstream information flowing along the value chain, the firms may try to bypass the intermediaries creating new business models, or in other ways create improvements in its value system. Instantaneously, Porters value chain will definitely help TMP at second stage subdivision. This subdivision is the most important part of business it makes direct relation of firm business to customers. With the help of Primary Business Processes, Porters value chain can be used to systemise the TMP floor production activities for waste management and quality up gradation. Inbound Logistics Reception Storage Inventory control Transportation planning

Framework for these logistics within TMP should be strong and active as front desk help facility.

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Reception of the TMP attracts new contracts of printing jobs introducing company quality work. They may use mock video tour of site or actual visit to grasp the new contracts. Storage is a system which can deliver 100% accuracy to minimise the waste before using of storage elements on run of production. Unloading of materials from cargo Lorries carefully will save the cost of raw materials and companys profit. Then right things at right places will complete the cycle of chain without loss of paper or groceries. Inventory Control is back bone of complete chain process will link all rings of chain together for better efficiency Transportation planning is separate sub department of TMP can develop its own progress report like delivery on time or how long delay will be of paper if production team has faced broken down fault of productions line. They can maintain proper record of routes paper quantity and conditions of newspaper bundles in a systematic way which could eliminate the chances of waste. Operations Printing Finishing

Porters value chain enables everyone on floor of TMP especially new-line managers to learn working skills properly and use them accurately with NO MISTAKES. Either PRINTING or FINISHING of production, the process should be ideal. Starts on time, calculates figures correctly and ends every production properly. Outbound Logistics Warehousing Order fulfilment

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Transportation Distribution

After operations, now products are ready to deliver by proper transportation. Here planning management can play important role that they should survey whether pallets are being loaded in safe way or not. What are figures for production and delivery, match them, recheck it and then pass it as stamped OK for distribution. Lastly, get quick feedback via phone calls after distribution of products. Marketing and Sales Partnership Advertising Promotion

Being Media Company, it is not hard for TMP to market its services and then sales its promotion through newspaper advertisement. a) Types of wastes in both primary and support processes: Every model for operation management demands system to handle the business run. Porters value chain alarms for different possibilities of wastes during production processes at both level of division. Weak firms infrastructure could lead to a big loss of capital budget and clients. Weak production planning might leave a chance of big fault. Thousands of newspaper copies can become scrap/ rubbish. If production team does not care of stapling and paper go on run with single staple then thousands of copies may be sent back for scrap. Thats why Porters value chain wants to make all workers skilled and active for NO LOSS. Definitely, if everyone takes care of minor mistake then account branch will not calculate of extra money.

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Human resource management should hire deserving candidates and good talent. If two team members out of five do not fulfil the merit criteria, then everyday production progress will lose 45% quality standard. Selection of team against merit done by HRM will cause delay of technological development at every stage of production. This delay results loss of market value among strong competitors of market and companys strong clients may cancel their contracts with firm due to dissatisfaction. Either companys business objectives are small region based or of wide range, TMP should take paper supply contracts for long time to save time and money. While using Porters value chain into practice, at second subdivision stage, the primary business processes, TMP should benefit itself for inbound logistics and other printing and publishing processes. Wastes which can affect the TMP primary business processes are as follows, Not taking care of machinery will render the TMP with some inactive machines. Operations wastes; operation delay, without proper skills production loss and without proper cleaning process misprinting on papers. Without proper care, order delay is type of waste. Time delay may stop the thousands of copies before going to sale. Without proper advertisement of TMP, company will face disappointments with loosing contracts.

b. The danger signals of each waste has been discussed already with each
and every waste type.

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c. How to respond to the danger signals

Before entering to danger level of waste signals, researchers advise to adopt prevention method for each step.

Each level of response clearly has been described in this picture to get satisfactory result.

For every level, start each step before actual time to not to face time delay and fine amount. Do mock trial run of machinery before actual run of paper to minimise the chances of waste. Try to reuse the reclaim paper to save the number of copies of reprint. Properly recycle the papers for next use easily For energy recovery, use energy properly before short fall of energy crises.

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Make a layout of disposal processes for tidy and cleanliness purposes.

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CONCLUSION:
This coursework assignment is generally analysis of Trinity Mirror Printing Plc. Conclusively this paper work can be summarized to some chief aspects Trinity Mirror can apply Lean services to improve workers up to skilled level. In company waste management is crucial issue every day, beyond lean principle; some useful recommendations have been done to make change for maximum output. All these recommendations can be useless if proper learning system does not work through the production process. Goals and objectives of company must be aligned to the way of delivery of products to customers. TMP will have to show itself a unique team effort rather than everyone looks fault to solve individually.

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REFERENCES:
http://iem.csu.edu.tw/member/chengll/Krajewski__POM.pdf http://www.leanlearningcenter.com/downloads/Beyond_Lean.pdf ftp://ftp.software.ibm.com/software/solutions/pdfs/ODC03019-USEN-00.pdf http://fredmba.blogspot.com/2009/08/strategy-porters-value-chainpowerpoint.html http://en.wikipedia.org/wiki/Value_chain http://en.wikipedia.org/wiki/Trinity_Mirror_plc http://en.wikipedia.org/wiki/Waste_management http://searchmanufacturingerp.techtarget.com/definition/lean-production www.trinitymirrorplc.com http://www.iso.org/iso/ims0404-quality.pdf Harvard University John F. Kennedy School of Government http://www.innovations.harvard.edu http://www.apqc.org.

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