DM Webinar PPT 17 June

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  • 1Daily Management Practice of Tata Steel

    Pankaj Kumar

    Head Total Quality Management; Tata Steel

    15:00- 16:15 IST || 17th June, 2015

  • 2Confidential document. For limited circulation within the Tata Group only

    Webinar Agenda

    SN Time Slot Session Process Owner

    1 15:00- 15:05 IST Introduction Sanjeev Singh; TQMS

    2 15:06- 15:55 IST Explain the practice Pankaj Kumar; Tata Steel

    3 15:56-16:15 IST Q&A Sanjeev Singh; TQMS

    Pankaj Kumar; Tata Steel

  • 3Confidential document. For limited circulation within the Tata Group only

    SN Practice/Process Presenter Date Timing

    5 Daily ManagementPankaj Kumar,

    Tata Steel

    June 17th, 2015

    (Wednesday)15:00-16:15 IST

    6Effective Supply Chain

    Management

    Dr Manu Vora,

    ASQ

    June 18th, 2015

    (Thursday)17:00- 18:00 IST

    7New Product Development

    Process

    Chris Elliot,

    Tata Steel Europe

    June 24th, 2015

    (Wednesday)15:00-16:00 IST

    8 Corporate Best Practice HubJohn Holland,

    Jaguar Land Rover

    July 01st, 2015

    (Wednesday)15:00-16:00 IST

    9 Risk ManagementParshuram Date,

    Tata Power

    July 08th, 2015

    (Wednesday)15:00-16:00 IST

    10Critical Chain Project

    Management

    Sudipto Sarkar,

    Tata Steel

    July 15th, 2015

    (Wednesday)15:00-16:00 IST

    11 Leadership ExcellenceDr Manu Vora,

    ASQ

    July 16th, 2015

    (Thursday)17:00- 18:00 IST

    EDGE Webinars

  • 4Confidential document. For limited circulation within the Tata Group only

    EDGE The Tata Best Practices portal

    What it offers:

    Repository of good practices Discussion forums for ~30 Communities of Interest (CoIs) Provision for Q&As in areas of work Section for videos of practice owners

    197good practices

    posted

    650+likes and

    comments by

    Tata employees

    More than

    15000+ visits

    from ~65 Tata companies

    10300+registered members

    850+Subject Matter

    Experts

    Direct access

    through 38Tata intranets

  • 5Confidential document. For limited circulation within the Tata Group only

    The objective of the EDGE webinars is to share and facilitate a discussion on good practices from

    Tata companies for evaluation & suitable adoption in our companies. We take this opportunity to

    thank Pankaj Kumar from Tata Steel for sharing the Daily Management practice with us.

    We are also grateful to all our participants attending the todays call.

    Happy sharing & learning

    Kind regards

    Team TQMS

    Acknowledgement

  • 6Confidential document. For limited circulation within the Tata Group only

    Pankaj Kumar

    Head Total Quality Management; Tata Steel

    [email protected]

    BE (Mechanical) MNREC Allahabad, M.Tech (Industrial Engg) IIT Delhi, PGDQMfrom MIQ

    Joined Tata Steel as Graduate Trainee 1986 batch.

    Lead Assessor for ISO 9001, ISO 14001 & OHSAS 18001, TBEM Assessor & TeamLeader

    Certified Total Productive Maintenance (TPM) Instructor from Japan Institute of PlantMaintenance.

    Six Sigma Black Belt from IGE India

    Facilitated TPM & TQM implementation at Tata Steel with active assistance from JIPMTPM Consultants & JUSE TQM consultants of Japan.

    Published a book titled Daily Management the TQM Way : The key to success in TataSteel authored jointly with Prof. Yukihiro Ando of Japan. This book was awarded theMasing Book Prize 2011 at ANQ Vietnam in Sept. 2011.

    Presented technical papers in International Conferences (in USA & Japan) and inInternational journals on TPM & TQM deployment.

    Joined Ph D program at the Industrial & Systems Engineering department of IITKharagpur (July 2013).

    Presenter

  • Contents

    A Tata Steel: Brief Overview

    B Background of TQM/Daily Management

    C Why Daily Management?

    D What is Daily Management?

    E How to Implement Daily Management? - The Tata Steel Way

    F Questions & Answers

    7

  • Tata Steel: Brief Overview

    Established in 1907, Worlds 2nd most diversified steel producerwith operations in 26 countries producing 27+ MTPA crude steel &employing 80000+ people

    Tata Steel India operations, a conglomerate of 3 types ofindustries (Mining, Iron & Steel, Engineering & Projects) producing9.7 MTPA crude steel with 37000 people and Rs.42000 croresturnover

    Delivers products and services through 3 business value chains Steel (93%), Raw materials (6%) and others (1%).

    Setting up the 1st phase of 3 MTPA steel capacity in Odisha, thelargest single industrial project being executed in India

    8

  • Improvement -an Initiative

    Improvement

    a Continual Journey

    Improvement -a Culture

    QIP

    QC Benchmarking

    TPM

    KM

    Value

    Engg.6

    EVA

    +

    ASPIRE T3

    (TQM,TOC,

    Technology

    )

    KVHSCQA

    Suggestion

    Management

    Improvement Orientation: Building a Culture

    Small

    Group

    Activities

    ISO

    9001

    1907 1991 2005 2012 &

    beyond

    AQUIP

    TOP

    TOC

    TQM

    1996Mid 90s

    JN Tata TQA TBEM Deming

    Assessment Models for Business Excellence

    CII-Exim

    Shikhar

    25

    9

    JRD QV Award 2000

    Leadership award 2004Deming Prize 2008

    Deming Grand Prize 2012

  • Improvement(Gradual

    Improvement)

    Sustenance/Standardization

    Innovation (Breakthrough Improvement)

    Why Daily Management?

    (Courtesy : Shoji Shiba)10

  • Look at the sky with feet firmly on the ground !

    Importance of Sustenance

    11

  • Importance of Daily management

    Month

    Impro

    vem

    ent

    Big Improvementby Policy Management, Problem Solving/Task

    Achieving etc.

    Keep stable, Improve progressively

    All the members must commit continuously, long term. No shining stories.

    12

  • Importance of Daily managementIf Daily Management is poor???

    Month

    Impro

    vem

    ent Big Improvement

    by Policy Management, Problem Solving/Task

    Achieving etc.

    All the efforts, investments should be gone.13

  • Challenges for Sustenance at TSL1. Large and diverse employee base ( 37000 employees) with geographically spread locations

    2. Some operations located in backward areas (literacy & economic conditions)

    Need for an standardized Daily Management framework with robust process

    control system to get the desired product/service requirements consistently.

    Business to Business

    Distributors and Retailers

    Directly to Consumers

    Homogenization

    (1 Hot Metal)

    Developing wide

    variety of products

    (290 Grades

    950 Products

    15000 SKUs)

    Different type of

    marketing efforts

    Auto

    Construction

    Heterogeneous

    inputs

    (7 types)

    3. Diverse operating characteristics at different stages of steel making and selling

    14

  • What is Daily Management?

    A S-D-C-A Cycle

    ACT

    CHECK

    STANDARDIZE

    DO

    CYCLE for Maintaining Current Level 15

  • SDCA & PDCA Cycles

    Standard

    DoCheck

    Act

    S

    (1) Define the

    Problem

    4) Take

    Actions to

    Improve

    5) Confirm

    the Effect

    (3) Analysis to find

    out the root cause of

    the problem

    6) Revise standards for

    recurrence prevention

    2) Measure/

    Observe to grasp

    symptoms

    16

  • Daily Management: SDCA-PDCA Cycles

    17

    S1: What is the role and the objective of the Job of your group? (Group means department/section you are responsible)

    S2: Have you prepared standards for the job?S3: By what indicators do you evaluate the status of S1?S4: Do you have a system to check the status?

    D1: Are you doing the job as per the specified standards in S2?D2: Are you monitoring the job in appropriate frequency using the

    control points?

    C1: Have you evaluated current status of the job by the datacompared to specifications?

    C2: Could you find abnormalities in appropriate frequencies?

    A1: Have you taken immediate actions on non-conformities?

    A2: Have you taken timely corrective and preventive actions? Haveyou revised standards, control points and control levels as appropriate?

  • Line A Line B Line C Line D

    In Process

    measure

    Inspection

    Customer

    Complaint

    Which line is the best & which line is the worst?

    High Low Low

    High

    High

    Low

    LowLowLow

    LowLow

    Low

    Efforts should be made to move from eg Line B Line C Line D Line A

    18

    Daily Management: A Process Approach

  • Daily Management include

    Management for

    Hourly Job

    Daily Job Weekly Job Monthly Job Seasonal Job Yearly Job & etc.

    Jobs in front line Operation. Supervisors job Section Managers Job Department to Top Managers Job & etc.

    Daily Management : Management for routine Jobs

    at all levels.

    19

  • Ho

    url

    y Jo

    bD

    aily

    Jo

    b

    Wee

    kly

    Job

    Mo

    nth

    ly J

    ob

    An

    nu

    al J

    ob

    War room Mtg

    Daily Inspection checklist

    Safety visit

    Daily Production Plan

    Cleaning of raking m/c boom

    Clearing of bills

    Checking of temp by nurse

    Processing of heat tapped

    ABP formulation

    Rewards and recognition

    Shutdown Activity

    MR Meeting

    Performance Review of division

    Cost Meeting

    Daily Production Plan

    What does Daily Management Include?

    20

  • Daily Management

    What Management of regular / routine / transactional activities

    Avoiding the DRIP phenomenon

    Why Maintain current levels of performance

    Gradual improvement

    Advantages Stable & predictable operations

    Consistent quality

    Timely deliveries

    Better safety

    21

  • TSL Integrated Improvement Framework

    22

  • Daily Management Promotion at TSL

    DM System Development

    DM System Deployment &

    Promotion

    Evaluation & Assessment

    Bringing Improvement

    Standardized Flow Chart for Operation, Maintenance and services

    MOU system for internal customers

    Integration with ISO 9001 QMS and TPM

    2**2 Matrix for process stability- product conformity

    DM Workbooks publication Training Modules for all levels of

    workforce (Half to 2-days) E-learning modules Pocket-books in local languages DM Newsletters DM Conference DM Observation Book DM Quiz on Intranet

    DM assessment by TQM experts

    DM Internal assessments (5-stage process/ quarterly/annual assessments)

    2*2 matrix status review at MD-on-line

    Sharing on assessment observations with all units Revision of DM process/workbook Sharing of DM best practices on MD-on-Line Recognition of best DM units in JWQC function

  • 24

    Revision 3

    Revision 2

    Revision 1

    3rd Edition

    4th Edition

    2nd Edition

    1st Edition2011 (page 122)

    2009 (page 133)

    2007 (page 66)

    2006 (page 56)

    New DM Book 2014 (page 227)

    Evolution of Daily Management Process

    5th Edition

    Revision 4

  • Daily Management Process Flow - Operations

    25

  • Do/Perform the activities and Monitor KPIs against Plan/Target/Band using charts as defined and identify/document deviations/abnormalities with reasons

    Daily Management Process Flow: Maintenance

    Corrective & Preventive Actions in case of deviations against plan (Rotation of PDCA)

    Compilation of KPIs in the KPI Tracker with base & target levels, monitoring frequency and assigned responsibilities and develop standard operating procedures to control the processes

    Develop Roles & Objectives (as per Dr. Kanos questions) For identification of KeyPerformance Indicators (KPIs)

    Co

    rpo

    rate

    DM

    Flo

    w C

    har

    t

    Standardize

    Do & Check

    Act

    Roles & Objectives

    KPI TrackerSOPs

    Charts/Check Sheet

    CAPA Sheet

    Revise Standard procedures

    MOU with Internal Customers

    MOU Sign Off

    26

  • Do/Perform the activities and Monitor KPIs against Plan/Target/Band using charts as defined and identify/document deviations/abnormalities with reasons

    Daily Management Process Flow : Service

    Corrective & Preventive Actions in case of deviations against plan (Rotation of PDCA)

    Compilation of KPIs in the KPI Tracker with base & target levels, monitoring frequency and assigned responsibilities and develop standard operating procedures to control the processes

    Develop Roles & Objectives (as per Dr. Kanos questions) For identification of KeyPerformance Indicators (KPIs)

    Develop Management system Chart for identification of In-process KeyPerformance Indicators (KPIs)

    Co

    rpo

    rate

    DM

    Flo

    w C

    har

    t

    Standardize

    Do & Check

    Act

    Roles & Objectives

    KPI TrackerSOPs

    Management System Chart

    Charts/Check Sheet

    CAPA Sheet

    Revise Standard procedures

    MOU with Internal Customers

    MOU Sign Off

    27

  • Improvement in Coke CSR-Reduction in Variation

    X: 63.973 (63.973); Sigma: .59266 (.59266); n: 1.

    24-Jan-08

    14-Feb-08

    20-Mar-08

    9-Apr-08

    3-May-08

    23-May-08

    12-Jun-08

    2-Jul-08

    24-Jul-0845

    50

    55

    60

    65

    70

    75

    62.195

    63.973

    65.751

    Moving R: .66875 (.66875); Sigma: 1.1982 (.50525); n: 1.

    24-Jan-08

    14-Feb-08

    20-Mar-08

    9-Apr-08

    3-May-08

    23-May-08

    12-Jun-08

    2-Jul-08

    24-Jul-08-202468

    101214

    0.0000

    .66875

    2.1845

    Stage-1 Stage-2 Stage-3 Stage-4

    Daily Management Effects (Case 1)

    Plant : Coke Plant Indicator : Coke Strength after Reaction

    Reduction in variation led to better operations at Blast Furnace resulting into improved quality of hot metal at reduced cost

    28

  • 1RMBBN (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (JUL' 2006)

    X-bar, 90.7

    UCL, 93.6

    LCL, 87.9

    USL, 95.0

    LSL, 88.0

    82

    84

    86

    88

    90

    92

    94

    96

    C A B C A C A B C B C A C A B C A B A B C C A C A C A B C A B C A A A B C A B C B C A B C B C B C B A A B C A B C B C A B A B C A C

    2-Jul-06 3-

    Jul-

    06

    4-Jul-06 6-

    Jul-

    06

    7-Jul-06 8-Jul-

    06

    9-Jul-06 11-

    Jul-

    06

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    Jul-

    06

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    06

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    06

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    06

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    06

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    06

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    06

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    06

    25-

    Jul-

    06

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    06

    27-Jul-

    06

    29-

    Jul-

    06

    30-Jul-

    06

    31-

    Jul-

    06

    DATE & SHIFT

    -3

    .1

    5

    mm

    DATA OUTSIDE CONTROL LIMIT - 18

    2

    RMBBN (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (AUG' 2006)

    X-bar, 90.7

    UCL, 93.6

    LCL, 87.9

    USL, 95.0

    LSL, 88.0

    82

    84

    86

    88

    90

    92

    94

    96

    A B A B C B C A B A B C A B C A B C A B C A B C C C A B C A C A B C A B C B C A B C A B C A B A C A C A B C A B C A C A B C A B C C

    1-

    Aug-

    06

    2-Aug-

    06

    4-

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    06

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    06

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    06

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    06

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    Aug-06

    30-

    Aug-06

    DATE & SHIFT

    -3

    .1

    5 m

    m

    DATA OUTSIDE CONTROL LIMIT - 12

    4

    RMBBN (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (OCT' 2006)

    X-bar, 90.2

    UCL, 96.7

    LCL, 83.8

    USL, 95.0

    LSL, 88.0

    82

    84

    86

    88

    90

    92

    94

    96

    98

    A B C A C B C A B C A C A B A B C C A B C B C C C A A C A B C B C A B B C B C B A C A C A B A B C A C C B

    1-Oct-06 2-

    Oct-

    06

    4-Oct-06 5-

    Oct-

    06

    6-Oct-

    06

    7-Oct-06 9-Oct-

    06

    15-

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    06

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    06

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    Oct-06

    24-

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    06

    25-

    Oct-

    06

    26-

    Oct-06

    27-Oct-06 28-

    Oct-

    06

    DATE & SHIFT

    -3

    .1

    5

    mm

    DATA OUTSIDE CONTROL LIMIT - 2

    6

    RMBBN (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (DEC' 2006)

    X-bar, 90.2

    UCL, 96.7

    LCL, 83.8

    USL, 95.0

    LSL, 88.0

    82

    84

    86

    88

    90

    92

    94

    96

    98

    C A A B C A B C A B C A C A B C A C A B B C A B C A B C A B C B C B C C C B B C A B C A C A B C A B C B

    2-

    Dec-

    06

    3-Dec-06 4-

    Dec-

    06

    6-Dec-06 7-

    Dec-

    06

    8-Dec-06 10-

    Dec-

    06

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    Dec-

    06

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    Dec-

    06

    26-Dec-06 27-

    Dec-

    06

    DATE & SHIFT

    -3

    .1

    5

    mm

    DATA OUTSIDE CONTROL LIMIT - NIL

    8

    RMBBN (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (-3.15 mm) FEB'2007

    X-bar, 92.4

    UCL, 98.3

    LCL, 86.5

    USL, 95.0

    LSL, 88.0

    82

    84

    86

    88

    90

    92

    94

    96

    98

    100

    C A B C A C C B C A B C A B C B C B A B C A B C A B C A C A B C A B C A A B C A C B C B A B C A B C A A C B C

    1-Feb 2-Feb 2-Feb 2-Feb 3-Feb 3-Feb 4-Feb 5-Feb 5-Feb 6-Feb 6-Feb 6-Feb 7-Feb 7-Feb 7-Feb 8-Feb 8-Feb 9-Feb 10-

    Feb

    10-

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    10-

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    DATE & SHIFT

    -3

    .1

    5

    mm

    %

    DATA OUT SIDE CONTROL LIMIT - NIL

    10

    RMBB-2, (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (-3.15 mm) APR'2007

    X-bar, 92.7

    UCL, 98.7

    LCL, 86.7

    USL, 95.0

    LSL, 88.0

    82

    84

    86

    88

    90

    92

    94

    96

    98

    100

    A B C A A B C A C A B C A B C A B C A B C A C A C A B C A B C A C C A B C A C A B C A B C C C A B C A B B C A C A B A B

    1-Apr 3-

    Apr

    4-Apr 5-

    Apr

    6-Apr 7-

    Apr

    8-

    Apr

    8-

    Apr

    9-

    Apr

    10-

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    10-

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    13-

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    24-

    Apr

    25-Apr 26-Apr 27-

    Apr

    27-

    Apr

    28-

    Apr

    29-Apr 30-Apr

    DATE & SHIFT

    -3

    .1

    5

    mm

    %

    PROCESS NOT STABLE NOT CAPABLE

    12

    RMBB-2 (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (-3.15 mm) JUNE'2007

    X-bar, 92.7

    UCL, 98.7

    LCL, 86.7

    USL, 95.0

    LSL, 88.0

    80

    82

    84

    86

    88

    90

    92

    94

    96

    98

    100

    B C A A B C A C A B C A B C A C A C A B C A B A C A B C A A B C A B C A B C B A C A

    2-Jun 3-Jun 5-Jun 6-Jun 7-Jun 8-Jun 9-Jun 10-Jun 11-Jun 13-Jun 16-Jun 17-Jun 19-Jun 26-Jun 27-Jun 29-Jun 30-Jun

    DATE & SHIFT

    -3

    .1

    5

    mm

    %

    3

    RMBBN (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (SEP' 2006)

    X-bar, 90.7

    UCL, 93.6

    LCL, 87.9

    USL, 95.0

    LSL, 88.0

    82

    84

    86

    88

    90

    92

    94

    96

    98

    B C A B C A B C A B B A C B C A B C A B A B C A A B C A C A B C B C A C A A A C A B C B B C B A C A B C A B

    2-Sep-06 3-Sep-06 4-

    Sep-

    06

    6-

    Sep-

    06

    9-Sep-06 10-

    Sep-

    06

    11-

    Sep-

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    Sep-

    06

    23-Sep-06 28-

    Sep-

    06

    29-Sep-06 30-

    Sep-

    06

    DATE & SHIFT

    -3

    .1

    5

    mm

    DATA OUTSIDE CONTROL LIMIT - 12

    5

    RMBBN (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (NOV' 2006)

    X-bar, 90.2

    UCL, 96.7

    LCL, 83.8

    USL, 95.0

    LSL, 88.0

    82

    84

    86

    88

    90

    92

    94

    96

    98

    C C A B C B B B A B B C A C A B A B C B C B C C A B C C B C A B C A C A B A B C C B C

    4-Nov -06 11-

    Nov -

    06

    14-

    Nov -

    06

    15-Nov -

    06

    17-Nov -06 21-Nov -06 24-Nov -06 25-

    Nov -

    06

    26-Nov -

    06

    27-Nov -06

    DATE & SHIFT

    -3

    .1

    5

    mm

    DATA OUTSIDE CONTROL LIMIT - NIL

    9

    RMBBN (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (-3.15 mm) MAR'2007

    X-bar, 92.4

    UCL, 98.3

    LCL, 86.5

    USL, 95.0

    LSL, 88.0

    82

    84

    86

    88

    90

    92

    94

    96

    98

    100

    A B C A C A C A A C B C A B A C A B C A B C C B C A B C C A B C A B C A B C B C A C A C A B C A B C A B C A C C A B C B C A C B C

    1-Mar 2-

    Mar

    3-

    Mar

    4-

    Mar

    5-

    Mar

    7-Mar 8-

    Mar

    11-Mar 12-Mar 15-Mar 17-Mar 18-Mar 19-Mar 21-

    Mar

    22-

    Mar

    23-Mar 24-Mar 25-Mar 26-

    Mar

    28-Mar 30-

    Mar

    DATE & SHIFT

    -3

    .1

    5

    mm

    %

    7

    RMBBN (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (-3.15 mm) JAN'2007

    X-bar, 92.4

    UCL, 98.3

    LCL, 86.5

    USL, 95.0

    LSL, 88.0

    82

    84

    86

    88

    90

    92

    94

    96

    98

    100

    C C A C B C C A A B C B A B C A B A A C C A A B C C A A C B C B C B C A C A C A

    5-Jan 10-

    Jan

    11-Jan 13-Jan 14-Jan 15-

    Jan

    17-

    Jan

    19-

    Jan

    21-Jan 23-

    Jan

    24-

    Jan

    29-

    Jan

    30-

    Jan

    31-

    Jan

    DATE & SHIFT

    -3

    .1

    5

    mm

    %

    DATA OUTSIDE CONTROL LIMIT - NIL

    11

    RMBB-2 (S- PLANT) DAILY MANAGEMENT

    F-C FINENESS (-3.15 mm) MAY'2007

    X-bar, 92.7

    UCL, 98.7

    LCL, 86.7

    USL, 95.0

    LSL, 88.0

    80

    82

    84

    86

    88

    90

    92

    94

    96

    98

    100

    A B B C A A C A C A A C B A C A B C A C C A B C A A B A C A B C B A B C A C B C A A B C A C A C A B C

    1-May 2-May 2-May 3-May 4-May 5-May 6-May 7-May 8-May 9-May 10-May 11-

    May

    12-

    May

    13-May 14-

    May

    15-May 16-

    May

    17-May 19-

    May

    20-May 21-

    May

    22-

    May

    22-

    May

    23-

    May

    24-May 25-

    May

    26-

    May

    27-May

    DATE & SHIFT

    -3

    .1

    5

    mm

    %

    Z

    13

    F-C FINENESS (JUL' 2006)

    X-bar, 90.7

    UCL, 93.6

    LCL, 87.9

    80

    82

    84

    86

    88

    90

    92

    94

    96

    98

    100

    C A B C A C A B C B C A C A B C A B A B C C A C A C A B C A B C A A A B C A B C B C A B C B C B C B A A B C A B C B C A B A B C A C

    2-Jul-

    06

    3-

    Jul-

    06

    4-Jul-

    06

    6-

    Jul-

    06

    7-Jul-

    06

    8-

    Jul-

    06

    9-Jul-

    06

    11-

    Jul-

    06

    12-

    Jul-

    06

    13-

    Jul-

    06

    14-

    Jul-

    06

    15-

    Jul-

    06

    16-

    Jul-

    06

    17-

    Jul-

    06

    18-

    Jul-

    06

    20-

    Jul-

    06

    25-

    Jul-

    06

    26-

    Jul-

    06

    27-

    Jul-

    06

    29-

    Jul-

    06

    30-

    Jul-

    06

    31-

    Jul-

    06

    DATE & SHIFT

    DATA OUTSIDE CONTROL LIMIT - 18

    F-C FINENESS MAY'2007

    X-bar, 92.7

    UCL, 98.7

    LCL, 86.7

    80

    82

    84

    86

    88

    90

    92

    94

    96

    98

    100

    A B B C A A C A C A A C B A C A B C A C C A B C A A B A C A B C B A B C A C B C A A B C A C A C A B C

    1-

    May

    2-

    May

    2-

    May

    3-

    May

    4-

    May

    5-

    May

    6-

    May

    7-

    May

    8-

    May

    9-

    May

    10-

    May

    11-

    May

    12-

    May

    13-

    May

    14-

    May

    15-

    May

    16-

    May

    17-

    May

    19-

    May

    20-

    May

    21-

    May

    22-

    May

    22-

    May

    23-

    May

    24-

    May

    25-

    May

    26-

    May

    27-

    May

    DATE & SHIFT

    -3.1

    5 m

    m %

    Z

    Better

    Daily Management Effects (Case 2) Plant : Sinter Plant Indicator : Flux Crushing Fineness %

    July 2006 May 2007

    Low Spikes disappeared

    Reduction in variation led to better quality of flux meeting customer specifications and resulting into improved quality of sinter

    Long term continuous efforts created great improvement

    29

  • Result: Unfavorable Variation reduced causing 0.05%

    improvement in yield saving approx 2 crore/annum

    Daily Management Effects (Case 3)

    30

  • 31

  • (Copyright : Prof. Yukihiro Ando)

    Managed (Stable)

    Reject / B

    ad

    (Not C

    on

    form

    ing

    )A

    ccept/G

    oo

    d

    (Confo

    rmin

    g)

    Un-Managed (Unstable)

    Quadrant: 2Quadrant: 1

    Quadrant: 3 Quadrant: 4

    2*2 Matrix : Process Stability Product Conformity

    32

  • a) Corporate 2x2 KPI status

    b) Division wise 2x2 KPI status

    c) KPIs that changed Quadrants

    d) KPIs that continue in Red Quadrant (Q1)

    Note: All status is as on 31 Jan13 33

    Total KPIs: 163

    DM Health Indicator: 2*2 Matrix

    Div. Dept. KPIContinuing in

    RED sincePQCDSM

    Coke Plant -

    BPP

    Cyanide in treated

    effluentDec'12 Q

    Sinter Plant 3 Sinter CaO Oct'12 Q

    Pellet Plant Swelling Index Dec'12 Q

    FP FP - M & S Net Realisation for DET Dec'12 Q

    CSI

    Div. Dept. KPIAs on 31

    Dec'12

    As on 31

    Jan'13

    PQCDS

    M

    RM West Bokaro - Washery 3 Misplacement of clean coal (WB Washery 4 2 Q Coke Plant - Battery 3 Coke Moisture 1 4 Q Coke Plant - Battery 3 M40 2 1 Q Coke Plant - Battery 89 M40 4 2 Q Coke Plant - Battery 3 CSR 4 1 Q Coke Plant - Battery 567 CSR 2 1 Q Coke Plant - Battery 89 CSR 2 1 Q

    Coke Plant - BPP Ammonia in clean COG 4 3 Q Sinter Plant 2 Sinter CaO 2 1 Q Sinter Plant 1 Sinter RDI 4 2 Q Sinter Plant 2 Sinter RDI 2 4 Q Sinter Plant 3 Sinter RDI 1 4 Q Sinter Plant 4 Sinter RDI 1 4 Q

    Hot Metal Logistics Delays in Blast Furnaces due to HML (HML) 2 1 P LD 2 & SC Super Heat 15-30 C (LF heats) (Ld2&SC) 2 4 Q

    HSM Rejections - Downgrade 4 1 Q LD1 Rhombodity of CC#1 2 4 Q LD1 Rhombodity of CC#2 1 4 Q LD1 Rhombodity of CC#3 2 4 Q LD1 Nitrogen Pickup in Tundish in WR3 4 1 Q LD1 LF-Out Oxygen of EWNR/EQBG/CAQ 2 4 QMM Weight tolerance of Rebar(20 mm) 3 4 Q

    Mech.Maint - NBM Mill Stand Gear box vibration 4 2 PMech.Maint - NBM Mill Stand Gear Box Life 4 3 P

    CSI

    FP

    LP

    SS

    as on 31

    Dec'12

    as on 31

    Jan'13

    RM 20 20 0,(0%) 5,(25%) 2,(10%) 13,(65%)

    CSI 55 56 9,(16.1%) 9,(16.1%) 5,(8.9%) 33,(58.9%)

    FP 25 25 2,(8%) 2,(8%) 0,(0%) 21,(84%)

    LP 34 34 1,(2.9%) 2,(5.9%) 1,(2.9%) 30,(88.2%)

    SS 30 28 0,(0%) 1,(3.6%) 1,(3.6%) 26,(92.9%)

    Total 164 163 12,(7.4%) 19,(11.7%) 9,(5.5%) 123,(75.5%)

    Div. Nos, Q1 Nos, Q2 Nos, Q3 Nos, Q4

    No. of KPIs

  • Daily Management Effects : Intangible

    Clarity in roles and objectives up to shop floor levels

    Empowerment: SOP-based decision making at all levels

    Enhancement in internal customer focus

    Understanding about stability of processes

    Improved appreciation about input sources of variation, in process measures and control charts thru PFC-FMEA-CP-process control

    Improved documentation & standardization

    Visualization of processes/systems (Management System Charts) and its indicators for timely actions

    SDCA - PDCA - SDCA way of thinking

    Improved team work, involvement and enthusiasm of a large group of employees in improvement activities

  • Daily Management Book

    Productivity & Quality Publishers1st Print : Oct. 2010ISBN : 978-81-85984-40-7Price : Rs. 295/-

    Released by Dr. Noriaki Kano, at ANQ 2010

    35

  • Challenges in applying Daily Management

    Knowing - Doing Gap

    36

  • 37Confidential document. For limited circulation within the Tata Group only

    Guidelines for Question & Answer Session

    Please press *1 to unmute your telephone line and ask your question

  • 38Confidential document. For limited circulation within the Tata Group only

    We would be delighted to facilitate implementation of elements of this

    practice in your company!

    If you are excited, then contact any one of the following soon

    Pankaj Kumar Tata Steel [email protected]

    Sanjeev Singh Tata Quality Management Services [email protected]

    Vikash Chandra Tata Quality Management Services [email protected]

    Bilal Ahmad Tata Quality Management Services [email protected]

  • 39Confidential document. For limited circulation within the Tata Group only

    Polling Session

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  • 40Confidential document. For limited circulation within the Tata Group only

    SN Practice/Process Presenter Date Timing

    6Effective Supply Chain

    Management

    Dr Manu Vora,

    ASQ

    June 18th, 2015

    (Thursday)17:00- 18:00 IST

    7New Product Development

    Process

    Chris Elliot,

    Tata Steel Europe

    June 24th, 2015

    (Wednesday)15:00-16:00 IST

    8 Corporate Best Practice HubJohn Holland,

    Jaguar Land Rover

    July 01st, 2015

    (Wednesday)15:00-16:00 IST

    9 Risk ManagementParshuram Date,

    Tata Power

    July 08th, 2015

    (Wednesday)15:00-16:00 IST

    10Critical Chain Project

    Management

    Sudipto Sarkar,

    Tata Steel

    July 15th, 2015

    (Wednesday)15:00-16:00 IST

    11 Leadership ExcellenceDr Manu Vora,

    ASQ

    July 16th, 2015

    (Thursday)17:00- 18:00 IST

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  • 41

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