Daily work management

1. 0

2. Thing do not stay there, they
deteriorate
IF NOT MANAGE IN ADEQUATE
MANNER
WHY DAILY MANAGEMENT
1

3. T
Q
M
DWM
POLICY DEPLOYMENT
CUSTOMER FOCUS
TOTAL EMPLOY INVOLVEMENT
5’S
TQM
To ensure the right input to achieve the desired output.
2

4. 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

5. 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
4

6. STANDARDIZATION
A S
C D
A S
C D
A S
C D
A P
C D
A P
C D
Revision of Standard Enactment of Standard
Review of Job Result Execution of Standard Job
l
eveL
Time
A S
C D
5

7. EXACTNESS
Do exactly what standard say.
Example – If standard says run the m/c at
20wls/min then its speed can’t be changed
6

8. SIMPLIFICATION
C ommunication 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.
7

9. 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).
8

10. 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
9

11. MANAGEMENT BY WALKING AROUND
DIRTY DIFFICULTY DANGEROUS
10

12. 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.
11

13. PURPOSE OF DAILY WORK MANAGEMENT
Eliminate the Variance
100 % Employee involvement
Continual Improvement
12

14. VARIANCE
When input or output is not
100% identical
CHRONIC
SPORADIC
13

15. TYPE
OF
VARIANC
E
NATURE RESPONSIBIL
E
SPORADIC
Sudden
behavior Or
Occurrence
Man,
Method,
Machine,
Material
CHRONIC Not Challenge Human Nature
14
Sudden
behaviour Or
Occurrence
Not
challenge

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

17. Between Duration Topic Of
Discussion
Level - 1 Supervisor &
Worker
5 Mins Last Day Line
Issue or customer
complaints
Level - 2 Supervisor of
different
department
15 ~ 20 Mins Issues between
different
department at
supervisor level
Level - 3 HOD’s of different
department
60 ~ 90 Mins Overall
performance of
the company
Levels
Criteria
16

18. 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

19. Urgent & important matrix

21. Categorizing the work in different quadrant

22. Thank
You