Dwm ppt

for daily works management

1. 1

2. 2
Thing do not stay there, they
deteriorate
IF NOT MANAGE IN ADEQUATE
MANNER
WHY DAILY MANAGEMENT

3. 3
WorkerLEVEL-1 Work for Rentention/Maintt.
LEVEL-2 Engg./Sup. Work for Cont. Imp.
LEVEL-3 CEO Work for Breakthrough
LEVEL-1
LEVEL-2
LEVEL-3

4. 4
T
Q
M
DWM
POLICY DEPLOYMENT
CUSTOMER FOCUS
TOTAL EMPLOY INVOLVEMENT
5’S
TQM
To ensure the right input to achieve the desired output.

5. 5
D
A
I
L
Y

W
O
R
K
M
A
N
A
G
E
M
E
N
T
STANDARDIZATION
EXACTNESS
SIMPLIFICATION
VISUAL MANAGEMENT

6. 6
STANDARDIZATION
Prepare standard for operational
parameters based on past
performance. It should not be a wish
list but actual capability.
Example – If m/c continuously perform at
constant rate like 100 wls/hr from last three or
six month then only it can be standardize. That
shows m/c are capable for producing 100wls/hr

7. 7
STANDARDIZATION
SA
DC
SA
DC
SA
DC
PA
DC
PA
DC
SA
DC
Revision of Standard Enactment of Standard
Review of Job Result Execution of Standard Job
L
e
v
e
l
Time

8. 8
EXACTNESS
Do exactly what standard says.
Example – If standard says run the m/c at
20wls/min then its speed can’t be changed

9. 9
SIMPLIFICATION
Communication between the different
level should be simple & understood
to each & everyone
Example – Work instruction or standards
should be in regional languages so that it is
understood by concern person.

10. 10
VISUAL MANAGEMENT
Understand by seeing the thing
Example – Way of working should have
pictorial view so that one can understand
by seeing the picture (to avoid the
language gap).

11. 11
MANAGEMENT BY WALKING AROUND
1. Pick some abnormalities in your
area
2. Discuss the issue with concern
person in your daily meeting
1. Not discuss that issue in shop
floor at that moment.
DO’S DON’T

12. 12
MANAGEMENT BY WALKING AROUND
DIRTY DIFFICULTY DANGEROUS

13. 13
ABNORMILITIES
When Man, Machine, Method,
Material is not as per Standard.
Example – Machine have lot of noise/leakage problem which
normally not happened
Operator should have the capability to detect the abnormal
situation as soon as possible then only its come in ideal
operator.

14. 14
PURPOSE OF DAILY WORK MANAGEMENT
Eliminate the Variance
100 % Employee involvement
Continual Improvement

15. 15
VARIANCE
When input or output is not
100% identical
CHRONICSPORADIC

16. 16
CHRONIC
SPORADIC
Sudden
behavior Or
Occurrence
Not Challenge
Man, Method, M/c,
Material
Human Nature
TYPE OF
VARIANCE
NATURE RESPONSIBILE

17. 17
Worker SupervisorManager
Expectation
Follow the std or
W.I.
Assure 100%
compliance
Do Improvement
Kaizen
ParticipateMotivate to do soAlign the kaizen
with company
Goals
Focus
Activity baseEnsure the end
goal at their
concern area
Process
Improvement
Abnormality
Early DetectionFind the root
causes
Take firm action
against that
(Preventive
action)
Character
Levels

18. 18
Between DurationTopic Of
Discussion
Level - 1
Supervisor &
Worker
5 Mins Last Day Line
Issue or customer
complaints
Level - 2
Supervisor of
different
department
15 ~ 20 MinsIssues between
different
department at
supervisor level
Level - 3
HOD’s of different
department
60 ~ 90 Mins Overall
performance of
the company
Levels
Criteria

19. 19
Operation
name
M/c
No.
Operator
Name
Productio
n
RejectionRework Gap
Analysis
Respons
ibility
Target
Date
Status
S.No.
Pts.
SASASA
Sample DWM Log sheet

20. 20
START UP IMPROVEMENT MAINTENANCE
MECHANISATION
START UP IMPROVEMENT MAINTENANCE
B
A
M
o
n
e
t
a
r
y

a
m
o
u
n
t

o
f

l
o
s
s
A
B
A : Quality Improvement actively practiced
B : Quality Improvement Desultory
Daily Management
Losses & life Cycle of
Work
Time

21. 21
DAILY MANAGEMENT CHANGE CONTROL
Whenever there is a change in Man/Machine/
Material/Method/Measurement, the change must
be managed according to standards, or new
standards established
Example –
1. New Operator
2. New Material
3. Method change
4. Commissioned after maintenance
5. New Instrument introduced