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WHY DAILY MANAGEMENT   Thing do not stay there, they           deteriorateIF NOT MANAGE IN ADEQUATE           MANNER      ...
LEVEL-1       Worker       Work for Rentention/Maintt.              LEVEL-2         Engg./Sup.      Work for Cont. Imp.   ...
TQM    To ensure the right input to achieve the desired output.                                     DWM                   ...
DA   STANDARDIZATIONILYW       EXACTNESSORKMA      SIMPLIFICATIONNAGEME    VISUAL MANAGEMENTNT                       5
STANDARDIZATION  Prepare standard for operational      parameters based on pastperformance. It should not be a wish      l...
STANDARDIZATION                                               A    S                                               C D    ...
EXACTNESS   Do exactly what standard says.Example – If standard says run the m/c at20wls/min then its speed can’t be chang...
SIMPLIFICATIONCommunication between the different level should be simple & understood         to each & everyoneExample – ...
VISUAL MANAGEMENT   Understand by seeing the thingExample – Way of working should havepictorial view so that one can under...
MANAGEMENT BY WALKING AROUND              DO’S                                 DON’T1. Pick some abnormalities in your   a...
MANAGEMENT BY WALKING AROUNDDIRTY              DIFFICULTY          DANGEROUS                                              ...
ABNORMILITIES     When Man, Machine, Method,    Material is not as per Standard.Operator should have the capability to det...
PURPOSE OF DAILY WORK MANAGEMENTEliminate the Variance                         100 % Employee involvement                 ...
VARIANCEWhen input or output is not    100% identical  SPORADIC          CHRONIC                              15
TYPE OF            NATURE         RESPONSIBILEVARIANCE             Sudden           behavior Or     Man, Method, M/c,SPORA...
Levels      Worker            Supervisor          Manager CharacterExpectation       Follow the std or     Assure 100%    ...
Criteria     Between            Duration         Topic Of Levels                                                   Discuss...
Sample DWM Log sheet         Operation   M/c   Operator   Productio   Rejection   Rework       Gap        Respons   Target...
Daily Management      Losses & life Cycle of                                                                      Work    ...
DAILY MANAGEMENT CHANGE CONTROL Whenever there is a change in Man/Machine/Material/Method/Measurement, the change must  be...
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Dwm ppt

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Dwm ppt

  1. 1. 1
  2. 2. WHY DAILY MANAGEMENT Thing do not stay there, they deteriorateIF NOT MANAGE IN ADEQUATE MANNER 2
  3. 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-2LEVEL-1 3
  4. 4. TQM To ensure the right input to achieve the desired output. DWM 5’STQ POLICY DEPLOYMENTM CUSTOMER FOCUS TOTAL EMPLOY INVOLVEMENT 4
  5. 5. DA STANDARDIZATIONILYW EXACTNESSORKMA SIMPLIFICATIONNAGEME VISUAL MANAGEMENTNT 5
  6. 6. STANDARDIZATION Prepare standard for operational parameters based on pastperformance. It should not be a wish list but actual capability.Example – If m/c continuously perform atconstant rate like 100 wls/hr from last three orsix month then only it can be standardize. Thatshows m/c are capable for producing 100wls/hr 6
  7. 7. STANDARDIZATION A S C D A Pl 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. 8. EXACTNESS Do exactly what standard says.Example – If standard says run the m/c at20wls/min then its speed can’t be changed 8
  9. 9. SIMPLIFICATIONCommunication between the different level should be simple & understood to each & everyoneExample – Work instruction or standardsshould be in regional languages so that it isunderstood by concern person. 9
  10. 10. VISUAL MANAGEMENT Understand by seeing the thingExample – Way of working should havepictorial view so that one can understandby seeing the picture (to avoid thelanguage gap). 10
  11. 11. MANAGEMENT BY WALKING AROUND DO’S DON’T1. Pick some abnormalities in your area 1. Not discuss that issue in shop2. Discuss the issue with concern floor at that moment. person in your daily meeting 11
  12. 12. MANAGEMENT BY WALKING AROUNDDIRTY DIFFICULTY DANGEROUS 12
  13. 13. ABNORMILITIES When Man, Machine, Method, Material is not as per Standard.Operator should have the capability to detect the abnormalsituation as soon as possible then only its come in idealoperator.Example – Machine have lot of noise/leakage problem whichnormally not happened 13
  14. 14. PURPOSE OF DAILY WORK MANAGEMENTEliminate the Variance 100 % Employee involvement Continual Improvement 14
  15. 15. VARIANCEWhen input or output is not 100% identical SPORADIC CHRONIC 15
  16. 16. TYPE OF NATURE RESPONSIBILEVARIANCE Sudden behavior Or Man, Method, M/c,SPORADIC Occurrence Material CHRONIC Not Challenge Human Nature 16
  17. 17. Levels Worker Supervisor Manager CharacterExpectation Follow the std or Assure 100% Do Improvement W.I. complianceKaizen Participate Motivate to do so Align the kaizen with company GoalsFocus Activity base Ensure the end Process goal at their Improvement concern areaAbnormality Early Detection Find the root Take firm action causes against that (Preventive action) 17
  18. 18. Criteria Between Duration Topic Of Levels DiscussionLevel - 1 Supervisor & 5 Mins Last Day Line Worker Issue or customer complaintsLevel - 2 Supervisor of 15 ~ 20 Mins Issues between different different department department at supervisor levelLevel - 3 HOD’s of different 60 ~ 90 Mins Overall department performance of the company 18
  19. 19. Sample DWM Log sheet Operation M/c Operator Productio Rejection Rework Gap Respons Target Status Pts. name No. Name n Analysis ibility DateS.No. S A S A S A 19
  20. 20. Daily Management Losses & life Cycle of Work B Ass o f ot nuo m yr a e no M a t IMPROVEMENT MAINTENANCEA START UP MECHANISATION Time lB START UP IMPROVEMENT MAINTENANCEA : Quality Improvement actively practicedB : Quality Improvement Desultory 20
  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 establishedExample –1. New Operator2. New Material3. Method change4. Commissioned after maintenance5. New Instrument introduced 21

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