for daily works management

1. 1

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

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

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

5. D
A STANDARDIZATION
I
L
Y
W
EXACTNESS
O
R
K
M
A
SIMPLIFICATION
N
A
G
E
M
E
VISUAL MANAGEMENT
N
T 5

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
6

7. STANDARDIZATION
A S
C D
A P
l eve L
A S C D
C D
A P
A S C D
C D
Time
Revision of Standard A S Enactment of Standard
C D
Review of Job Result Execution of Standard Job
7

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
8

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.
9

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).
10

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

12. MANAGEMENT BY WALKING AROUND
DIRTY DIFFICULTY DANGEROUS
12

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

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

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

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

17. Levels Worker Supervisor Manager
Character
Expectation Follow the std or Assure 100% Do Improvement
W.I. compliance
Kaizen Participate Motivate to do so Align the kaizen
with company
Goals
Focus Activity base Ensure the end Process
goal at their Improvement
concern area
Abnormality Early Detection Find the root Take firm action
causes against that
(Preventive
action)
17

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

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

20. Daily Management Losses & life Cycle of
Work
B
A
ss o f ot nuo m yr a e no M
a t
IMPROVEMENT MAINTENANCE
A START UP
MECHANISATION
Time
l
B START UP IMPROVEMENT MAINTENANCE
A : Quality Improvement actively practiced
B : Quality Improvement Desultory
20

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 21