dwm overview


•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


•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”


To understand Daily Work Management

We need to understand Functions of Management first!


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


Breakthrough

Improvement

Retainment

SHARE OF RESPONSIBILITY

Responsibility of Functions

Operators

Supervisors

Middle Management

Senior Management

TopManagement

Responsibility of Functions of Management


How to achieve 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


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.


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


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?


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


How to use DWM?

•DWM

•Work

•Work

•DWM


PDCA Approach

Takeappropriateaction

Determinegoals andtargets

Determinemethods ofreaching goals

Engage ineducation and training

Implementwork

Checkthe effect ofimplementation

Action Planning

Checking Doing


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


RESPONSIBILITYRESPONSIBILITY

ACCOUNTABILITYACCOUNTABILITY

Checking point(Process indicators)

Checking point(Process indicators)

Managing point

(Business results)

Managing point

(Business results)

Managing & Checking Points - MPCP


Boss Managing Point

CheckingPoint

Subordinates Managing Point

CheckingPoint

+Ideas with Ownership

Hierarchy of MP & CP


Flow process for MPCP


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


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




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!


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



Example:

DWM for Deputy CEO


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


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


3.Make MPCP Table


4. Once the MPCP table is approved, Visual Control System (VCS) to be developed and displayed on your GEMBA


Checking points graphs

Warranty trend Customer complaints


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


Understanding MPCP Cascade


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


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.


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


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


More examples of MPCP


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.


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


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.


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


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


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


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

dwm overview

Engineering

daily management

management of activities

rib consulting version

daily activity

lot of kaizen

daily routine basis

retainment improvement

improvement standards