2. Introduction to SCORE
• ILO launched the Sustaining Competitive and Responsible
Enterprises (SCORE) Programme in 2009.
• ILO has been working on the SCORE Program, that aims to
improve productivity and working conditions in
enterprises.
• SCORE demonstrates best international practice in the
manufacturing and service sectors and helps SMEs to
participate in global supply chains.
• As part of its fruitful implementation in different countries,
ILO started to disseminate the intervention mainly from
the East Asian countries to different countries in the world.
3. •Ethiopia is among those countries that started
SCORE in 2019. Specifically, ILO started it’s
collaboration with Ethiopia Kaizen Institute
(EKI) now so called Kaizen Excellence Center
(KEC) in the year 2020.
•KEC has been implementing different SCORE
modules and achieved visible quantitative as
well as qualitative results.
Introduction to SCORE….
4. Objectives of SCORE
• The first objective is to enable SCORE trainers involved in
business development to effectively and independently
implement SCORE Training and related activities for SMEs as
well as market SCORE locally and advocate for SME
productivity and working conditions.
• The second objective is to enable SMEs to improve their
productivity and working conditions, hence generating
business profits and quality employment.
5. SCORE Training Modules
• Module 1: Workplace cooperation
• Module 2: Quality Management
• Module 3: Lean Manufacturing
• Module 4: Occupational Safety and Health (OSH)
• Module 5: Business Continuity Planning (BCP)
6. Module 1: Workplace cooperation
• Workplace cooperation covers tools like fundamentals of workplace
cooperation, natural team & daily meetings, employee suggestion
schemes, joint problem solving, etc. that enterprises can use to establish
formal and informal worker-management cooperation forms.
• This module introduces 5S techniques and productivity indicators that
calculate defect rates, delivery times, productivity, energy/materials
usage, labour absenteeism and turnover, etc. which can help enterprises
track their productivity and working conditions improvements.
7. • This module focuses on how enterprises can detect and
prevent defects and set up a quality assurance culture
that resolves quality problems in the enterprise.
• In addition to the above contents standard operating
procedure and the concept of scientific problem solving
approaches are incorporated.
Module 2: Quality Management
8. • This module provides tools for workers and managers to
measure and improve productivity with a particular focus on
strategies to improve energy and material productivity.
Furthermore, it uses Industrial Engineering (IE) tools, Total
Productivity Maintenance (TPM), Single Minute Exchange of
Dies (SMED) and related techniques are included.
Module 3: Lean Manufacturing
9. • This module covers the key occupational safety and health
measures that enterprises can put in place good practice
of working conditions. Reduced accidents, minimized loss,
welfare, improved workers’ productivity and related
results will be achieved by effective hazard identification,
risk assessments and countermeasure implementation.
Module 4: Occupational Safety and
Health (OSH)
10. • This module helps enterprises to ensure business
continuity by providing a detailed methodology governing
how business is restored after a disaster, including local or
national incidents and internal or external crises. So,
factors of preserving the customers’ trust, maintaining
sales, job status of employees, and retaining the vitality of
the local economy will be secured.
Module 5: Business Continuity Planning
(BCP)
12. Team Formation
• The implementation of the modules will be facilitated by
different teams as per the modules.
• Module one, module two and module three (workplace
cooperation, quality management and lean management will be
facilitated by PICC team,
• Module five (occupational health and safety) will be facilitated
by OSH Committee and
• Module six will be facilitated by CPPT.
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13. Organizational Structure of Score
13
Steering
committee
Facilitator Te
am for
production
NT/KT 1
NT/KT 2
NT/KT 3
NT/KT 4
NT/KT 5
Facilitator team
for HR
NT/KT for HR and
Administration
NT/KT for
General Service
r team for
Facilitato
fin ance
NT/KT for general
account cost
NT/KT for budget
Facilitator team for
marketing
NT/KT for sales
Facilitator Team for
engineering and
technique
NT/KT for Design
NT/KT for
technique
PICC Teams committee
OSH
14. Steering Committee
Team of top management managed by the CEO of the enterprise and
mainly responsible to assign SCORE project facilitator, approving
budget for improvements, approving recognition system and
implementing team and individual recognitions, continuous follow-up
and feedback to the responsible ones.
All the top management members should be members of the team.
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15. Performance Improvement Consultative
Committees (PICCs)
Joint worker/manager team
Team size will depend on factory: minimum of 5 members,
maximum of 10
At least the same number of workers as managers
Need a senior manager as team leader to approve tasks and
to provide top management support
Cross hierarchical and cross-functional
Encourage gender balance
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16. PICC tasks
Forms a Performance Improvement Plan (PIP) based on the
improvement ideas identified
Leads implementation of the PIP
Shares learning from SCORE Training
Meets on a regular basis (weekly) to
Encourage open dialogue between workers/managers
Solve problems
Implement employee suggestions
Monitor progress
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17. Performance Improvement Consultative
Committee(PICC) Structure
Mr. XXXXX
Member
Ms. XXXXXX
Member
Ms. XXXXXX
Member
Ms. XXXXXX
Member
Mr. XXXXXX
Member
Mr. XXXXXX
Member
Mr. XXXXXX
Member
Ms. XXXXXX
PICC Leader
Mr. XXXXXX
Member
Mr. XXXXX
PICC
Secretary
Mr. XXXXX
Member
Mr. XXXXX
Member
18. OSH Committee/Joint Safety & Health
Committee (JSHC)
18 of 20
Occupational safety and health is a joint team to be organised considering
balanced position and sex composition to identify hazards, conduct risk
assessments, facilitate all safety related measures implementation,
forward recommendations related to safety to the steering committee, etc.
The size of the committee can vary between 2 and 14 depending upon the
size of the enterprise.
19. Continuity Planning Project Team (CPPT)
19 of 20
CPPT team will be established to identify core processes,
identify risks and develop the business continuity plan
with recovery strategy.
The team should be led by the Owner or manager and has
to engage every department heads and employee
representative.
20. Natural Team
20 of 20
It is a team of employees that work together on a daily basis at a common
line/cell or area of an enterprise.
The team should meet daily at the beginning of the shift for 10 minutes, which
led by natural team leader.
The meeting should raise and reviewe the previous day performance (safety,
quality, productivity …) and other related issues along with the base plan.
*Notice:
• While team formation, check if the cross functional members are not assigned redundantly to
reduce overburden.
• Except the natural team, check for the gender balance.
