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•Copyright ©2010 RIB ConsultingVersion 1.01
•Copyright ©2010 RIB ConsultingVersion 1.02
•We have been doing lot of Kaizen, but how do I make
people to do Kaizen every day? They think Kaizen is
separate from their daily work
•We have been doing lot of Kaizen, but how do I make
people to do Kaizen every day? They think Kaizen is
separate from their daily work
•Copyright ©2010 RIB ConsultingVersion 1.03
•A system is required to tell
people What to do and How to do, which will make Kaizen a part of
daily activity. This system is known as
•“Daily Work Management”
•A system is required to tell
people What to do and How to do, which will make Kaizen a part of
daily activity. This system is known as
•“Daily Work Management”
•Copyright ©2010 RIB ConsultingVersion 1.04
To understand Daily Work Management
We need to understand Functions of Management first!
•Copyright ©2010 RIB ConsultingVersion 1.05
Functions of Management
Functions of Management
RetainmentRetainment Maintain improvement (Standards)
already achieved
Maintain improvement (Standards)
already achieved
ImprovementImprovementImprove more than
already improved – DO
KAIZEN
Improve more than already
improved – DO KAIZEN
BreakthroughBreakthrough Innovation of improvementInnovation of improvement
•Copyright ©2010 RIB ConsultingVersion 1.06
Breakthrough
Improvement
Retainment
SHARE OF RESPONSIBILITY
Responsibility of Functions
Operators
Supervisors
Middle Management
Senior Management
TopManagement
Responsibility of Functions of Management
•Copyright ©2010 RIB ConsultingVersion 1.07
How to achieve functions of management?
Functions of Management
RetainmentRetainment Achieved through Daily Work Management
(DWM)
Achieved through Daily Work Management
(DWM)
ImprovementImprovementAchieved through
DWM & KAIZENAchieved through
DWM & KAIZEN
BreakthroughBreakthrough Achieved through “HOSHIN KANRI”Achieved through “HOSHIN KANRI”
First Objective of an organization is to install the infrastructure of successfulDWM which leads to Retainment & Improvement, then next step is to achieve
breakthrough thro’ HOSHIN KANRI
•Copyright ©2010 RIB ConsultingVersion 1.08
What is DWM?
Daily Management relates to management of activities pertaining to area of responsibility and which are repeated on daily/ routine basis. Word used is daily but even if an activity is repeated once a week, it is still routine and hence covered
under daily management.
Structured review of your job.
Review by Whom ? Review by YOU.
Structured by Whom ? Structured by YOU.
For whose benefit ? For YOUR benefit.
•Copyright ©2010 RIB ConsultingVersion 1.09
Daily work management focuses on maintaining current level of performance and includes actions leading to small gradual
improvements too. Most of us are busy in day to day fire-fighting/ managing crisis. If routine activities are controlled
and can be taken care of by people down the line, senior people can focus their time on improvement/ future planning.
Why DWM?
It is important to..
Know where you are with respect to your target.
Help you take corrective action in time.
Manage your job better.
Get your routine under control
•Copyright ©2010 RIB ConsultingVersion 1.010
What happens if DWM is not practiced?
Always under pressure for results.
If output is not levelled, high pressure during month-
ends.
Always firefighting, chasing people & material.
Long working hours, frustration.
Physical tiredness, mental tension.
DO YOU WANT TO CONTINUE TO WORK IN THIS FASHION?
•Copyright ©2010 RIB ConsultingVersion 1.011
Then why DWM is not practiced?
Daily firefighting consumes the day
Do I do my work or DWM
DWM is more paper work
Number of DWM is huge
Real root cause is not identified My time is spent on following up others
Corrective action is not with me – outside
My DWM is not reviewed
Only Nos. are asked
My boss is not using this
DWM only after 5 pm – not yet integrated
•Copyright ©2010 RIB ConsultingVersion 1.012
How to use DWM?
•DWM
•Work
•Work
•DWM
•Copyright ©2010 RIB ConsultingVersion 1.013
PDCA Approach
Takeappropriateaction
Determinegoals andtargets
Determinemethods ofreaching goals
Engage ineducation and training
Implementwork
Checkthe effect ofimplementation
Action Planning
Checking Doing
•Copyright ©2010 RIB ConsultingVersion 1.014
How to practice DWM?
Managing Points are success indicatorsare success indicators
of your Accountabilityof your Accountability
Checking Points are the process indicatorsare the process indicators
in your Responsibilityin your Responsibility
Daily Work Management for Managers is achieved through
Managing and Checking pointsManaging and Checking points
•Copyright ©2010 RIB ConsultingVersion 1.015
RESPONSIBILITYRESPONSIBILITY
ACCOUNTABILITYACCOUNTABILITY
Checking point(Process indicators)
Checking point(Process indicators)
Managing point
(Business results)
Managing point
(Business results)
Managing & Checking Points - MPCP
•Copyright ©2010 RIB ConsultingVersion 1.016
Boss Managing Point
CheckingPoint
Subordinates Managing Point
CheckingPoint
+Ideas with Ownership
Hierarchy of MP & CP
•Copyright ©2010 RIB ConsultingVersion 1.017
Flow process for MPCP
•Copyright ©2010 RIB ConsultingVersion 1.018
How should you practice DWM?
Metrics ? A way of measurement, not an unit of measurement.
Metrics chosen should be an indicator of efficiency of the
Managing Points. eg.,
The metric for the Managing Point “Achieve Planned Production” should be “% adherence to plan” and not “Production Value in Rupees Lakhs”.
The metric for the Managing Point “Achieve Machine Productivity” should be “OEE” and not “Machine Uptime”.
Metrics should always indicate performance against plan.
Start with simple Metrics, can improve as we go along.
Choose right Metrics
•Copyright ©2010 RIB ConsultingVersion 1.019
Since Managing Points and Metrics enable course correction in real-time, the frequency of review has to be set up suitably.
The Module Leader being accountable for daily output should review the output of each shift.
If he observes variance to plan which is significant, he should come up with counter measures in that very shift.
If he senses the counter measures may not produce the desired results, he should draw the attention of his superiors immediately.
Review Frequency
How should you practice DWM?
•Copyright ©2010 RIB ConsultingVersion 1.020
How should you practice DWM?
Review Frequency …
Such actions ensure leveled production.
A monthly review would be an exercise in post mortem.
Review frequency must be designed so as they are real time and provide adequate time for responses.
Do not let the review frequency imprison you!
•Copyright ©2010 RIB ConsultingVersion 1.021
Identify gap and reasons for the gap.
Do not just report failure mode. Go to deeper cause.
Take counter-measures. If you do not take counter-
measures, you are just reviewing / tracking. YOU ARE
PAID TO MANAGE, NOT REPORT.
You need to take OWNERSHIP
Immediate counter-measure and long term measure.
Review effectiveness of counter-measures.
Do a PDCA. This is evidence of application of mind.
Use of visual displays
How should you practice DWM?
•Copyright ©2010 RIB ConsultingVersion 1.022
Example:
DWM for Deputy CEO
•Copyright ©2010 RIB ConsultingVersion 1.023
President
&
CEO
Deputy
CEO
Sr.VP
E & SS
CMD SMD MCD SSD MarketingMarketing
ServicesHRD MMD
MFD Foundry
Sr.VP
Operations
Sr.VP
SecretariatInternational
MarketingFinance &
AccountsIT Cell Aerospace
DGM
CEO OffNPD
1. Get Organization Structure
•Copyright ©2010 RIB ConsultingVersion 1.024
2.List down Purpose & Role
Purpose
To enhance the performance of the company as per policies and strategies.
Role
Enhance customer satisfaction
Formulate policies, strategies and business plan
Enhance operational & financial performance
Enhance employee motivation
•Copyright ©2010 RIB ConsultingVersion 1.025
3.Make MPCP Table
•Copyright ©2010 RIB ConsultingVersion 1.026
4. Once the MPCP table is approved, Visual Control System (VCS) to be developed and displayed on your GEMBA
•Copyright ©2010 RIB ConsultingVersion 1.027
Checking points graphs
Warranty trend Customer complaints
•Copyright ©2010 RIB ConsultingVersion 1.028
NAME : Dept : Designation: Date of review:
For the Month of:
GAP ANALYSIS AND ACTION PLAN
5. If the Managing point is not achieved as per plan, gap analysis to be done and reviewed by the boss.
P D C A
Action Plan Status ResultRoot causes & Counter
Measures
MonthManaging
PointTarget
•Copyright ©2010 RIB ConsultingVersion 1.029
Understanding MPCP Cascade
•Copyright ©2010 RIB ConsultingVersion 1.030
Company name : Sundaram Brake Linings Ltd Managing & Checking points date : 25/07/2000 page 1 of 2Dept/Section : Operations Name : R.Ramasubramanian / K.N.Ravi Designation : G.M.-Operations / D.G.M. (Opns - TSKP)
Accountability Managing point Unit of VCS Freq. Checking point Unit of VCS Resp. for Freq.Area measure Ref Target measure Ref Target Checking
point
Quality A.1.1 Customer returns PPM GM01 < 200 Monthly A.1.1.1 Product audit non - no of lots PUM1 Zero PUM Weeklyppm conformance trend-Padi rejected
A.1.1.2 Product audit non - no of lots T1UM1 Zero T1UM Weeklyconformance trend-TSK1 rejected
A.1.1.3 Product audit non - no of lots T2UM1 Zero T2UM Weeklyconformance trend-TSK2 rejected
Company name : Sundaram Brake Linings Ltd Managing & Checking points date : 16/12/2000 page 1 of 2Dept/Section : Manufacturing Name : K.Kasinathan Designation : Superindent (Mfg)
Accountability Managing point Unit of VCS Freq. Checking point Unit of VCS Resp. forFreq.Area measure Ref Target measure Ref Target Checking
point
Quality CIC1.1Product audit non- No.of lots CIC1 Zero Daily CIC1.1.1 Counter measures taken for % SIC1 100% S - I - C As per planconformance gap analysisProcess scrap % CIC2 0.50% Daily CIC1.1.2 Top roll knurling depth mm SIC2 0.15min S - I - C Weekly
Temperature of chiller plant Deg.C SIC3 27 Deg S - I - C DailyAuto rolling knife life Days SIC4 15 Mixes S - I - C Daily
Line scrap PPM CIC3 Zero Daily CIC1.1.3 Number of Poka Yoke's not working Nos. SIC5 Zero S - I - C Daily
Company name : Sundaram Brake Linings Ltd Managing & Checking points Date : 17/12/2000 page 1 of 1Dept/Section : Operations Name : R.Jayaraman Designation : Unit Manager
Accountability Managing point Unit of VCS Freq. Checking point Unit of VCS Resp. forFreq.Area measure Ref Target measureRef Target Checking
point
Quality A.2.1.1Product audit non - no of lots PUM1 Zero Weekly A2.1.1.1Product audit non-conformance-Cell1 Nos. C.I.C.C1 zero C.I.C Dailyconformance rejected A2.1.1.2Product audit non-conformance-Cell2 Nos. C.I.C.C2 zero C.I.C DailyPadi Plant A2.1.1.3Product audit non-conformance-Cell5 Nos. C.I.C.C5 zero C.I.C Daily
•Copyright ©2010 RIB ConsultingVersion 1.031
More examples of Purpose & Role
PURPOSE & ROLE OF HEAD - MATERIALS
Purpose:
Manage Supplies to Improve Competitiveness
Role:
Competitive Material Cost.
Timely Delivery.
Incoming Quality. Ensure Statutory Compliance.
•Copyright ©2010 RIB ConsultingVersion 1.032
Purpose & Role of Manager Finance (Payables)
Purpose : To provide management information support and enable financial control at the Export plant.
To monitor corporate financial status
Role :
Export Accounting and MIS
Manage cash flows
Manage Payables
Corporate MIS
Assist Finance head in OP / SBP preparation
TQM Practice
•Copyright ©2010 RIB ConsultingVersion 1.033
Purpose : To control Finances optimally and provide Management Information Support
Purpose & Role of Head Finance
Role : Fund and Risk Management
SBP / OP / MIS Support
Accounting & Internal Control
Statutory Compliance
TQM Practices
•Copyright ©2010 RIB ConsultingVersion 1.034
More examples of MPCP
•Copyright ©2010 RIB ConsultingVersion 1.035
More examples of MPCP
•Copyright ©2010 RIB ConsultingVersion 1.036
Use of Visual Displays
Visual displays should be useful to YOU to manage
your MPs.
Not meant to impress visitors.
Type of graph should be relevant – Daily Vs.
Cumulative.
Graph should have target / plan line.
You are the best person to decide what visual
display will be useful to you.
•Copyright ©2010 RIB ConsultingVersion 1.037
Generates transparency. Your group knows how you
are performing.
Generates participation by your group.
Makes review easy and less time consuming.
Generates healthy competition between groups.
Shop floor gets a personality and becomes a more
enjoyable place to work in.
Benefits of Visual Displays
•Copyright ©2010 RIB ConsultingVersion 1.038
Integrate DWM practice
Audit DWM practice periodically. This will help
institutionalize practice. It should become a way of
life.
Avoid separate Production reviews and DWM
reviews. If you do not, DWM will continue to be
additional work.
Review production through DWMs. You will then
use DWM to do your job better.
You need to integrate your job and DWM.
•Copyright ©2010 RIB ConsultingVersion 1.039
In shop floor management, emphasize :
Customer focus
SOP- adherence and revision
5S
Employee Involvement
QCC & QC Story
Continuous Improvement
Communication – Targets, Results, Customer
requirement
Shop floor management
•Copyright ©2010 RIB ConsultingVersion 1.040
When a quality defect occurs, checking against
SOP helps pin point causes.
When SOP is revised, quality improves as also
productivity.
You should drive revisions to SOP. More the
revisions better would be the Q, C, D, S levels of
the company.
Revision of Standards
•Copyright ©2010 RIB ConsultingVersion 1.041
Brings focus to day-to-day work through Managing Points and relevant Metrics.
Provides early warning signals for timely action.
Triggers continuous improvements.
Metrics facilitate result oriented management - What cannot be measured cannot be managed !
Metric based review to a predetermined frequency secures robust processes.
Enhances self esteem.
Releases valuable energy for creative work and breakthrough improvements.
Benefits of DWM
•Copyright ©2010 RIB ConsultingVersion 1.042
Executives can go home earlier.
Greater awareness of deliverables and targets.
Clear idea of who is to do what and therefore, prompt corrective action.
Sharper understanding of causes for failure.
Faster stabilization of output
Benefits of DWM
•Copyright ©2010 RIB ConsultingVersion 1.043