A system of Daily Management (based on the work of Luftig & Warren International) that enables management of the day-to-day operation of departments or cells at the lowest possible level by the process owner. It provides the means to improve performance on an ongoing basis and lock in the hard won gains.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
Kaizen strategy is the single most important concept in Japanese management - the key to successful Japanese companies such as Toyota. Kaizen, which simply means continuous improvement, is the foundation for all Lean improvements. Kaizen events are opportunities to make focused changes in the workplace.
The Kaizen Poster depicts the key Kaizen concepts, principles, methods and tools for workplace continuous improvement.
The Poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Kaizen Poster complements your Kaizen and Lean training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The Kaizen Poster includes:
1. Key Concepts of Kaizen
2. The Meaning of Kaizen
3. Ten Basic Principles of Kaizen
4. Kaizen Philosophy
5. Kaizen & Job Functions
6. Three Criteria of Kaizen
7. Three Main Types of Kaizen Activities
8. Kaizen Event Process
9. 5W & 1H of Kaizen
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
A Lean Management System (a.k.a. Lean Daily Management System or Daily Management System) is the system that allows you to deliver customer value through proper support and leadership to those who are closest to the process (customers and process owners). These are practices and tools used to monitor, measure, and sustain the operation of Lean production operations. Lean management practices identify where actual performance fails to meet expected performance, and assigns and follows up improvement activities to bring actual in line with expected, or to raise the level of expected performance. The basic components of the Lean Management System are: Leader Standard Work, Visual Controls, Daily Accountability and Leadership Discipline.
The Lean Management System will help Lean leaders such as team leaders, supervisors, department managers, value stream managers and senior executives to improve leadership effectiveness based on Lean best practices.
As a daily management system, this is the most effective mechanism for managing employees not just in the shopfloor or office, but also those working in a flexible or work-from-home environments.
This Lean Management System PPT training presentation shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to implement the four key elements of the Lean Management System to enhance your effectiveness as a Lean transformation leader.
LEARNING OBJECTIVES
1. Acquire knowledge on the four key elements of the Lean Management System
2. Acquire knowledge on the supporting elements of the Lean Management System
CONTENTS
1. Introduction to Lean Management System
2. Key Elements of a Lean Management System
3. Supporting Elements of a Lean Management System
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
Kaizen strategy is the single most important concept in Japanese management - the key to successful Japanese companies such as Toyota. Kaizen, which simply means continuous improvement, is the foundation for all Lean improvements. Kaizen events are opportunities to make focused changes in the workplace.
The Kaizen Poster depicts the key Kaizen concepts, principles, methods and tools for workplace continuous improvement.
The Poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Kaizen Poster complements your Kaizen and Lean training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The Kaizen Poster includes:
1. Key Concepts of Kaizen
2. The Meaning of Kaizen
3. Ten Basic Principles of Kaizen
4. Kaizen Philosophy
5. Kaizen & Job Functions
6. Three Criteria of Kaizen
7. Three Main Types of Kaizen Activities
8. Kaizen Event Process
9. 5W & 1H of Kaizen
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
A Lean Management System (a.k.a. Lean Daily Management System or Daily Management System) is the system that allows you to deliver customer value through proper support and leadership to those who are closest to the process (customers and process owners). These are practices and tools used to monitor, measure, and sustain the operation of Lean production operations. Lean management practices identify where actual performance fails to meet expected performance, and assigns and follows up improvement activities to bring actual in line with expected, or to raise the level of expected performance. The basic components of the Lean Management System are: Leader Standard Work, Visual Controls, Daily Accountability and Leadership Discipline.
The Lean Management System will help Lean leaders such as team leaders, supervisors, department managers, value stream managers and senior executives to improve leadership effectiveness based on Lean best practices.
As a daily management system, this is the most effective mechanism for managing employees not just in the shopfloor or office, but also those working in a flexible or work-from-home environments.
This Lean Management System PPT training presentation shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to implement the four key elements of the Lean Management System to enhance your effectiveness as a Lean transformation leader.
LEARNING OBJECTIVES
1. Acquire knowledge on the four key elements of the Lean Management System
2. Acquire knowledge on the supporting elements of the Lean Management System
CONTENTS
1. Introduction to Lean Management System
2. Key Elements of a Lean Management System
3. Supporting Elements of a Lean Management System
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Visual Management is a lean communication tool to help keep focus on priority initiatives in the workplace as well as keeping your thumb on the pulse of daily operations. I will take you through the evolution of one areas visibility management system and how this has now spread through all divisions of our Pathology and Laboratory Medicine Department to become standard work. You will take away ideas and inspiration to incorporate this communication system in your workplace. Success comes from ensuring the loop of communication goes full circle from leadership to front line and back to leadership for full understanding.
-Overview of St Andrews and the case for change
-The wider context of improvement
Changing the business
Definitions and methods
-Daily kaizen
Kaizen theory
Daily kaizen tools
Visual management
Daily huddle
Universe of work
Daily Lean Management with KaiNexus: From Huddle Boards to Web-Based Technolo...KaiNexus
This presentation is based on a KaiNexus webinar about how continuous improvement software improves daily lean management. You can watch the full webinar here:
http://info.kainexus.com/improvement-disciplines/lean/daily-lean-management-with-kainexus/webinars
In this webinar, you'll learn about the importance of strategy deployment, gemba walks, and rounding in a culture of continuous improvement. See how KaiNexus takes organization beyond the huddle board and other offline tools.
Problem Solving Tools & Methods - Part 3Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 3rd of a 3 part presentation.
This handy guide is for anyone involved in problem solving and improvement activities. It contains guidelines on the use of many of the tools and techniques which can be used as part of a Continuous Improvement process.
Basic 8D Problem Solving Tools & Methods - Part 2Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
PROBLEMS ARE THE GOLDEN EGGS
problems??? day by day in our proffessional life we faces so many problems, but didn't recognize about the problem. Because we are habituate to facing to problems, if we want to solve the problems, first we can feel YES am facing a problem then you have a chance to solve it... after that we should find is it REPEATATIVE problem or New problem, on the bases of the issue we can take further steps, how to break it. how to analyse, how to find countermeasure, how to check is it suitable or not, how to make standard.... if you want to know gothrough my presentations..
This is my first presentation posted in Slideshare
Basic 8D Problem Solving Tools & Methods - Part 1Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 1st of a 3 part presentation.
Daily Production Management - 5 Tips to Maintain Stability & Exclusion of Abn...Antonius Pompi Bramono
5 tips to maintain stability & exclusion of abnormality in your daily production management by implementing 5S, Visual Control, Observing & Enforcement of Standard, Failsafe Devices and Abnormality Control.
Learn how Operations Performance Management will clarify your business objectives, focus your employees on the activities that matter, and have tenants singing your praises!
Watch the webinar on-demand: http://be.buildingengines.com/Performance-Management-Webinar-OnDemand-Reg.html
The Dollars Are in the Details: Measuring the Cost of Requirements Business requirements are a fundamental component in project management because it forms the basis of project and product scope. Development and management of requirements also impact the overall financial success of a project because each requirement comes at a cost. Requirements management and development (RMD) offers an approach for enhanced traceability, visibility and verifiability that can help you avoid unnecessary project costs. This presentation will explain how RMD can increase the quantifiable probability of providing the desired deliverables and expectations to meet overall organization goals and objectives, improve goods and services, enhance governance compliance, develop better aligned and prioritized requirements, and match the right resources with the right competencies.
Snapshotz is revolutionizing the way call and contact center operators are looking at their centers. Objective assessment, meaningful benchmarking, actionable results. Snapshotz is a planning tool, a management tool, a reporting and process improvement tool. Snapshotz is the one tool your call center can\'t be without.
Avoiding Risk: Using a Tiered Management System to Improve Daily ExecutionSafetyChain Software
While on the quest to do more with less, manufacturers may not have a clear link between their strategy and the day-to-day operations. Without proper guidance and a regular feedback loop, the risk of missed steps, poor visibility, and reactionary actions only increase.
In the first part of a 3 part series, learn how a Tiered Management System helps to enable all team members, from the plant floor to the top floor, to identify operational issues, address root causes, and continuously course correct.
Key questions manufacturers will get answered include:
Why should a Tiered Management System be a critical component to daily operations?
What are the four tiers of an effective management system?
How are daily meetings structured and what are the outcomes?
What’s needed to effectively prepare for each meeting?
1. Daily Management –
D il M t
Engaging the Workforce for
Continual Improvement
Ed Gillespie
February 8, 2010
F b 8 2010
Based on work copyrighted by Luftig & Warren
Based on work copyrighted by Luftig & Warren
International in 2000. Used with permission.
2. Do These Sound Familiar?
• Recurring Problems (solved over and over)
bl ( l d d )
• Inability to maintain Kaizen gains (backsliding)
– 5S Kaizens
5S Kaizens
– SMED Kaizens
• “Operator error” or “Training” as root causes
• Inability to meet “established” specifications
• Surprises
• End of month syndrome
End of month syndrome
– Why the extra effort during the last week of the month to “Save the
month” ?
• ISO di
ISO audit cram
3. Milliken & Company
Milliken & Company
There are three things a company must
g p y
improve every year to assure its future
p p y
prosperity:
1) The execution of the
basics of its business
2) Its strategic position in
its markets
3) Its competitive fitness
for the future
4. Improvement Hierarchy
Improvement built on a
foundation — a weak
foundation leads to collapse Improve‐
ment
of improvement
Control
Higher levels require
increasing discipline Standardization
Must start with lowest levels Maintenance
needing work
Housekeeping
Upon reaching the top,
U hi th t Management‐Employee
lower levels are then further Trust & Respect
strengthened Management Self‐Discipline
12. Daily Management
Daily Management
Daily Work
il k
Daily Management is the
Data‐Based Communication
system that provides the
y p
ability to manage
Daily Daily Work
departments, functions,
Control Improvement
and processes wherein
and processes wherein
processes are defined,
Define & Standardize
standardized, controlled,
and improved by the Establish Ownership of Area Roles
process owners. & Responsibilities
14. Daily Management Vision
• Systems are in place that facilitate improvement
y p p
within the designated area and strengthen the
infrastructure supporting the area’s performance.
• Continuous improvement of the area’s outputs
and associated processes is an accepted way of
d i t d i t d f
life.
• These systems should facilitate sound business
management within the area.
management within the area.
15. Daily Management Vision
• More specifically...
p y
– The area’s purposes, roles and responsibilities are clearly
understood.
– KPI’s are in place to understand all aspects of an area including
KPI s are in place to understand all aspects of an area including
safety, quality, delivery and cost.
– Systematic control methods are in place for area KPI’s.
– There is clear understanding of the needs of the internal and
There is clear understanding of the needs of the internal and
external customers.
– Those needs are translated into improvement priorities and
operational practices.
operational practices
– Systems in place that maximize associate involvement.
– Sound plans are developed to continuously improve area
performance in the context of the company’s overall direction.
f i th t t f th ’ ll di ti
16. The Elements of Daily Management
Daily Work
Daily Work
Data‐Based Communication
Daily Daily Work
Control Improvement
Daily Work: The day to
day activities which are
day activities which are
Define & Standardize
the primary purpose of
the area Establish Ownership of Area Roles
& Responsibilities
17. The Elements of Daily Management
Establish Ownership:
Daily Work
Defining the roles and
responsibilities for the Data‐Based Communication
area
Daily Daily Work
Control Improvement
Establish Ownership of Area
Establish Ownership of Area
Define & Standardize
Roles & Responsibilities
18. Ownership
• Documented roles and responsibilities with defined
Documented roles and responsibilities with defined
boundaries
• Knowledge and skills for required roles and
responsibilities
• Defined accountability
• Defined authority within span of control
• Knowledge of expected results and ability to regulate
performance
• Personal commitment made to the outcomes
• External acknowledgment of the ownership
External acknowledgment of the ownership
19. Four Core Systems Drive Daily Work
Process Quality
Management: The Data‐Based Communication
Daily Work
systems of Daily
Management that Daily Daily Work
Control Improvement
p
bring about
bi b t
definition, control
Define & Standardize
and continuous
and continuous
improvement of the
area Establish Ownership of Area Roles
& Responsibilities
21. Standardize the Process
Standardize the Process
• Standardization helps
minimize variation in
materials, methods,
equipment, and strategies
• Establishes the base from
bl h h b f
which to launch
improvement
• Locks in improvements
after they are made
after they are made
22. The Elements of Daily Management
Daily Control: The
Daily Control: The
monitoring, control, and
Daily Work
reaction activities of
important processes to Data‐Based Communication
maintain performance
levels and prevent Daily Work
Improvement
backsliding
Daily
y
Control Define & Standardize
Establish Ownership of Area Roles
& Responsibilities
23. Purpose of Daily Control
Purpose of Daily Control
Daily Control
counteracts this
• Maintain
Performance 100
90
80
• Prevent
ance
70
60
Backsliding
k ld Performa
50
40
30
20
10
0
Time
24. Elements of Daily Control
Elements of Daily Control
• Control Item
Control Item
Identification
100
90
• Monitoring 80
ance
70
Performa 60
• Evaluation 50
40
30
20
• Reaction 10
0
Time
• Prevention
25. Linkage of Metrics
Linkage of Metrics
Your Manager’s Measures
g
ures
You Measu
ur
Metric
Target
g
Who Monitors
Who Owns
Update Period
Update Period
Tracking Method
26. Evaluation of Daily Control
Evaluation of Daily Control
• Critical characteristics are not backsliding
Critical characteristics are not backsliding
• Signals are well understood
• Reaction plans are well executed
• Roles and responsibilities are clearly defined
p y
27. The Elements of Daily Management
Daily Work
Daily Work
Improvement: The
Daily Work
system that takes system
y y
input, prioritizes Data‐Based Communication
opportunities, and
deploys and monitors Daily
Control
improvements using Daily Work
local resources
local resources Improvement
Define & Standardize
Establish Ownership of Area Roles
& Responsibilities
28. Daily Work Improvement
Daily Work Improvement
Daily Work Daily Work Improvement
drives improvement in
p
Data‐Based Communication the other elements of
Daily Management
Daily
Daily Daily Work
Daily Work
Control Improvement
Define & Standardize
D fi & St d di
Establish Ownership of Area Roles
& Responsibilities
& Responsibilities
29. Continual Improvement
Continual Improvement
Policy
y
Deployment
Cross‐
Functional
Functional
Problem Management
Daily Daily Work
identification Control Improvement
Recommend
for CFM
Reaction Plan or PD
Execution
Prioritized and
Deployed Local No
Improvements
p
Chronic No Yes Only Local
Fix Resources?
Problem?
Improvement
Ideas
d
Yes
30. The Elements of Daily Management
Daily Work
Data‐Based Communication
Data‐Based
D t B d Daily Daily Work
Communication: The on‐ Control Improvement
going communication to
going communication to
Define & Standardize
provide system feedback,
focus, and alignment within
g Establish Ownership of Area Roles
& Responsibilities
and between areas
32. Interaction of System Elements
Daily Work
Improvement
The Daily Management
system elements work
l k Daily Control
Define &
Standardize
together and support
each other
each other
Data-based
Daily Work
Communication
Establish
Ownership
33. Guiding Principles
• Definition and continuous improvement of area processes.
• High energy focus on successful, consistent and timely execution.
• Direct linkage between subordinate, area and senior level KPI’s,
g , ,
coupled with controls on the key inputs to those metrics.
• Vehicle for associate involvement deployed to lowest possible level
Vehicle for associate involvement ‐ deployed to lowest possible level.
• Enabler for 80/20 focus on Policy Deployment breakthroughs.
• Data based communications and performance assessments.
• Effective problem solving to resolve performance gaps.
34. Daily Work Comments
Daily Work Comments
• Daily Work can be
performed as:
– a highly efficient
g y
“well‐oiled”
machine, or
– a random series of
ineffective events
35. Ineffective Daily Management
The components of Degradation
Process Management are continues
without sustained
often missing or neglected. infusion of
energy and
resources.
Data‐based Communication Without these
components
Daily Work Improvement
Daily Work Improvement operating effectively,
operating effectively
Daily Control
D il C l
control and
Define and Standardize improvement will be
difficult.
Establish Ownership
37. Steps to Daily Management
Establish system to:
•Define roles and responsibilities •Prioritize opportunities
Daily Work
within and between organization
Improvement •Apply resources and methods
Apply resources and methods
units.
•Relationships with other system
elements
•Include elements of TAI
“The Work”
Establish Define and Data‐based
(The product of
(The product of
Ownership Standardize Communication
the Unit)
•Define supplier/customer relationships
•Define processes
•Define targets, specifications and expectations Establish systems to:
y
•Establish measurement systems y
•Monitor and control key
Daily
D il
•Maintain and improve standard methods processes
Control
•Develop and codify process knowledge •Respond to performance
shortfalls
38. Implementation Approaches
• Incremental implementation
– Long delay before results visible
– Maintaining management dedication and discipline key
– Over coming inertia of current practices.
• Kaizen (3 5 days for 1 3 work centers)
Kaizen (3‐5 days for 1‐3 work centers)
– Focused training and implementation
– Basic system “under roof” to “trim” out in a defined period
“ d f” “ ” d f d d
• Continued support and development
39. Daily Management Implementation
Yes Define
Management
Management
Do It? Organization Form Teams Audit Area
Overview Form Teams
& Structure Form Teams
Form Teams
No
Define, Link,
Support from higher levels Stop SIPOC Model
Set Ownership &
will likely be required. Flow Diagrams
Establish Methods
Area Basics: Define &
Establish &
Gaps & Document Write Mission
Link Metrics
Actions Process
Establish Establish Daily Work Standardization
Transfer
Communication Daily Control Improvement Review &
Accountability
System System System Plan
41. Prerequisites Empowerment
q p
Knowledge
Knowledge
and
Tools
Authority
Responsibility
Responsibility
Within a
and
Span of Control
Accountability
42. Daily Management Results
For a Machining & Assembly Cell
Increased productivity 43%
Increased productivity 43%,
Reduced scrap 30%,
Reduced scrap 30%,
Reduced set‐uptime 38%, and
Reduced temporary worker training 50%.
43. Daily Management
Daily Management
“Business, we know, is now so complex and difficult, the
, , p ,
survival of firms so hazardous in an environment
increasingly unpredictable, competitive, and fraught with
danger, that their continued existence depends
danger that their continued existence depends
on the day‐to‐day mobilization of
every ounce of intelligence.”
Konosuke Matsushita
Founder, Matsushita Electric
Founder Matsushita Electric