Dwm overview

daily work management

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2. •Copyright ©2010 RIB Consulting
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•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

3. •Copyright ©2010 RIB Consulting
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•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”

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To understand Daily Work
Management
We need to understand Functions
of Management first!

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Functions of Management
Functions of
Management n.03ini.
Retainment803i.03ir
3 enni.r
.0io0 o1r
04 n0o5r03nno
Maintain
improvement
(Standards)
already achieved enni.
Improvement enre nr.0ir
04 n0o5r
3 enor!r2"r
#$ %&'
Improve more than
already
improved – DO
KAIZEN ( n07. es9
Breakthrough iie0.3eirer
3 enni.
Innovation of
improvement

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Breakthrough
Improvement
Retainment
SHARE OF RESPONSIBILITY
Responsibility of Functions
Operators
Supervisors
Middle
Management
Senior
Management
Top
Management
Responsibility of Functions of Management

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How to achieve functions of management?
Functions of
Managementn.03ini.
Retainment$3nnor. es9r20345r
6 e 7r80i09nni.r
26 8
Achieved through Daily
Work Management
(DWM) enni.
Improvement$3nnor. es9r
26 8r0r#$ %&'
Achieved through
DWM & KAIZEN ( n07. es9
Breakthrough$3nnor. es9r
1)") 'r#$' 2
Achieved through
“HOSHIN KANRI”
First Objective of an organization is to install the infrastructure of successful
DWM which leads to Retainment & Improvement, then next step is to achieve
breakthrough thro’ HOSHIN KANRI

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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.

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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

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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?

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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

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How to use DWM?
•DWM
•Work
•Work
•DWM

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PDCA Approach
Take
appropriate
action
Determine
goals and
targets
Determine
methods of
reaching goals
Engage in
education and
training
Implement
work
Check
the effect of
implementation
Action
Planning
Checking
Doing

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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

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RESPONSIBILITYRESPONSIBILITY
ACCOUNTABILITYACCOUNTABILITY
Checking point
(Process indicators)
Checking point
(Process indicators) e0e4 047in 01
)%6 0s667os6516*
Managing point
(Business results)
Managing & Checking Points - MPCP

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BossManaging
Point
Checking
Point
Subordinates Managing
Point
Checking
Point
+
Ideas with Ownership
Hierarchy of MP & CP

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Flow process for MPCP

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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

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 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?

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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!

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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?

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Example:
DWM for Deputy CEO

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President
&
CEO
Deputy
CEO
Sr.VP
E & SS
CMD SMD MCD SSD Marketing
Marketing
Services
HRD MMD
MFD Foundry
Sr.VP
Operations
Sr.VP
Secretariat
International
Marketing
Finance &
Accounts
IT CellAerospace
DGM
CEO Off
NPD
1. Get Organization Structure

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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

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3.Make MPCP Table

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

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Checking points graphs
Warranty trend Customer complaints

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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 Result
Root causes & Counter
Measures
Month
Managing
Point
Target

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Understanding MPCP Cascade

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Company name : Sundaram Brake Linings Ltd Managing & Checking points date : 25/07/2000 page 1 of 2
Dept/Section : OperationsName : 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. forFreq.
Area measureRef Target measureRef TargetChecking
point
Quality A.1.1Customer returns PPM GM01 < 200MonthlyA.1.1.1Product audit non - no of lotsPUM1 ZeroPUM Weekly
ppm conformance trend-Padi rejected
A.1.1.2Product audit non - no of lotsT1UM1ZeroT1UM Weekly
conformance trend-TSK1 rejected
A.1.1.3Product audit non - no of lotsT2UM1ZeroT2UM Weekly
conformance trend-TSK2 rejected
Company name : Sundaram Brake Linings Ltd Managing & Checking points date : 16/12/2000 page 1 of 2
Dept/Section : Manufacturing Name : K.Kasinathan Designation : Superindent (Mfg)
Accountability Managing point Unit of VCSFreq. Checking point Unit of VCS Resp. forFreq.
Area measure RefTarget measureRefTargetChecking
point
Quality CIC1.1Product audit non- No.of lotsCIC1 ZeroDailyCIC1.1.1Counter measures taken for %SIC1 100%S - I - CAs per plan
conformance gap analysis
Process scrap % CIC20.50%DailyCIC1.1.2Top roll knurling depth mmSIC20.15minS - I - CWeekly
Temperature of chiller plant Deg.CSIC327 DegS - I - CDaily
Auto rolling knife life DaysSIC415 MixesS - I - CDaily
Line scrap PPM CIC3 ZeroDailyCIC1.1.3Number of Poka Yoke's not working Nos.SIC5 ZeroS - I - CDaily
Company name : Sundaram Brake Linings Ltd Managing & Checking points Date : 17/12/2000 page 1 of 1
Dept/Section : OperationsName : R.Jayaraman Designation : Unit Manager
Accountability Managing point Unit of VCSFreq. Checking point Unit of VCS Resp. forFreq.
Area measureRefTarget measureRef TargetChecking
point
Quality A.2.1.1Product audit non -no of lotsPUM1 ZeroWeeklyA2.1.1.1Product audit non-conformance-Cell1Nos.C.I.C.C1zeroC.I.CDaily
conformance rejected A2.1.1.2Product audit non-conformance-Cell2Nos.C.I.C.C2zeroC.I.CDaily
Padi Plant A2.1.1.3Product audit non-conformance-Cell5Nos.C.I.C.C5zeroC.I.CDaily

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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.

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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

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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

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More examples of MPCP

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More examples of MPCP

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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.

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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

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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.

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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

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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

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 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

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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

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