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Dwm overview

daily work management

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Dwm overview

  1. 1. •Copyright ©2010 RIB Consulting Version 1.01
  2. 2. •Copyright ©2010 RIB Consulting Version 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
  3. 3. •Copyright ©2010 RIB Consulting Version 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”
  4. 4. •Copyright ©2010 RIB Consulting Version 1.04 To understand Daily Work Management We need to understand Functions of Management first!
  5. 5. •Copyright ©2010 RIB Consulting Version 1.05 Functions of Management Functions of Management RetainmentRetainment Maintain improvement (Standards) already achieved Maintain improvement (Standards) already achieved ImprovementImprovement Improve more than already improved – DO KAIZEN Improve more than already improved – DO KAIZEN BreakthroughBreakthrough Innovation of improvement Innovation of improvement
  6. 6. •Copyright ©2010 RIB Consulting Version 1.06 Breakthrough Improvement Retainment SHARE OF RESPONSIBILITY Responsibility of Functions Operators Supervisors Middle Management Senior Management Top Management Responsibility of Functions of Management
  7. 7. •Copyright ©2010 RIB Consulting Version 1.07 How to achieve functions of management? Functions of Management RetainmentRetainment Achieved through Daily Work Management (DWM) Achieved through Daily Work Management (DWM) ImprovementImprovement Achieved through DWM & KAIZEN Achieved through DWM & KAIZEN BreakthroughBreakthrough Achieved through “HOSHIN KANRI” 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
  8. 8. •Copyright ©2010 RIB Consulting Version 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.
  9. 9. •Copyright ©2010 RIB Consulting Version 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
  10. 10. •Copyright ©2010 RIB Consulting Version 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?
  11. 11. •Copyright ©2010 RIB Consulting Version 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
  12. 12. •Copyright ©2010 RIB Consulting Version 1.012 How to use DWM? •DWM •Work •Work •DWM
  13. 13. •Copyright ©2010 RIB Consulting Version 1.013 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
  14. 14. •Copyright ©2010 RIB Consulting Version 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
  15. 15. •Copyright ©2010 RIB Consulting Version 1.015 RESPONSIBILITYRESPONSIBILITY ACCOUNTABILITYACCOUNTABILITY Checking point (Process indicators) Checking point (Process indicators) Managing point (Business results) Managing point (Business results) Managing & Checking Points - MPCP
  16. 16. •Copyright ©2010 RIB Consulting Version 1.016 Boss Managing Point Checking Point Subordinates Managing Point Checking Point + Ideas with Ownership Hierarchy of MP & CP
  17. 17. •Copyright ©2010 RIB Consulting Version 1.017 Flow process for MPCP
  18. 18. •Copyright ©2010 RIB Consulting Version 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
  19. 19. •Copyright ©2010 RIB Consulting Version 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?
  20. 20. •Copyright ©2010 RIB Consulting Version 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!
  21. 21. •Copyright ©2010 RIB Consulting Version 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?
  22. 22. •Copyright ©2010 RIB Consulting Version 1.022 Example: DWM for Deputy CEO
  23. 23. •Copyright ©2010 RIB Consulting Version 1.023 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 Cell Aerospace DGM CEO Off NPD 1. Get Organization Structure
  24. 24. •Copyright ©2010 RIB Consulting Version 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
  25. 25. •Copyright ©2010 RIB Consulting Version 1.025 3.Make MPCP Table
  26. 26. •Copyright ©2010 RIB Consulting Version 1.026 4. Once the MPCP table is approved, Visual Control System (VCS) to be developed and displayed on your GEMBA
  27. 27. •Copyright ©2010 RIB Consulting Version 1.027 Checking points graphs Warranty trend Customer complaints
  28. 28. •Copyright ©2010 RIB Consulting Version 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 Result Root causes & Counter Measures Month Managing Point Target
  29. 29. •Copyright ©2010 RIB Consulting Version 1.029 Understanding MPCP Cascade
  30. 30. •Copyright ©2010 RIB Consulting Version 1.030 Company name :Sundaram Brake Linings Ltd Managing & Checking points date : 25/07/2000 page 1 of 2 Dept/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 Weekly ppm conformance trend-Padi rejected A.1.1.2 Product audit non - no of lots T1UM1 Zero T1UM Weekly conformance trend-TSK1 rejected A.1.1.3 Product audit non - no of lots T2UM1 Zero T2UM 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 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 plan conformance gap analysis Process 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 Daily Auto 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 1 Dept/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 Daily conformance rejected A2.1.1.2Product audit non-conformance-Cell2 Nos. C.I.C.C2 zero C.I.C Daily Padi Plant A2.1.1.3Product audit non-conformance-Cell5 Nos. C.I.C.C5 zero C.I.C Daily
  31. 31. •Copyright ©2010 RIB Consulting Version 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.
  32. 32. •Copyright ©2010 RIB Consulting Version 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
  33. 33. •Copyright ©2010 RIB Consulting Version 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
  34. 34. •Copyright ©2010 RIB Consulting Version 1.034 More examples of MPCP
  35. 35. •Copyright ©2010 RIB Consulting Version 1.035 More examples of MPCP
  36. 36. •Copyright ©2010 RIB Consulting Version 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.
  37. 37. •Copyright ©2010 RIB Consulting Version 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
  38. 38. •Copyright ©2010 RIB Consulting Version 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.
  39. 39. •Copyright ©2010 RIB Consulting Version 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
  40. 40. •Copyright ©2010 RIB Consulting Version 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
  41. 41. •Copyright ©2010 RIB Consulting Version 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
  42. 42. •Copyright ©2010 RIB Consulting Version 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
  43. 43. •Copyright ©2010 RIB Consulting Version 1.043

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