Lean organizations make use of Daily Management systems, a structured process to focus employee’s actions to continuously improve their day-to-day work. Daily Management empowers employees to identify potential process concerns, recommend potential solutions, and learn by implementing process changes. Daily Management, if done right, can be a critical tool in any organization’s toolbox to engage frontline staff in problem-solving and to deliver customer value.

1. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Using Daily Management
to Engage Employees in
the Gemba
Tim McMahon
Carissa Roman
1

2. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Presenters
>20 years experience
Telecom, Aerospace & Defense, Automotive, Medical
Device, Oil & Gas
Author
A Lean Journey Blog, The Lean Handbook, Publication on
AME & ASQ
2
>10 years experience in continuous improvement
roles
Lean Six Sigma Certified practitioner
Executive Committee Leader for Shop Floor
Women Empowerment
Tim McMahon Carissa Roman

3. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Legrand
Global
+$5B (2017)
Publicly traded (LGRVF)
>37,000 employees
>90 countries
North & Central America
Largest Division
$2.2B (2017)
>6,200 employees
3
Transforming Spaces Where People Live & Work

4. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Electrical and Data Infrastructure Solutions
Energy Management Solutions for
High Performance Buildings
Flexible and Accessible Pathways for Power,
Communications & AV
Energy Efficiency
Every Type of Switch & Receptacle
Multiple Ranges Offer Upgraded Designs
Home Networking Foundation for IoT
Room & Whole Home Systems for Audio,
Entertainment, Lighting, & Security
Automated Controls
Our Markets
4
COMMERCIAL
73%
Heat Mapping
Air Flow and Containment
Intelligent Power Management
High Density Deployment
Expandability
RESIDENTIAL
24%
INDUSTRIAL
3%

5. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Technical Furniture
A/V Racks,
Cabinets & Power
Data
Communications
Network
Infrastructure
Wire & Cable
Management
Electrical
Lighting Controls
Shade Control
Lighting
Workplace Solutions
5
Racks & Cabinets Poke-thru
Lighting Controls
Wire & Cable
Management
Floor Boxes
AV Solutions

6. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Automated
Controls
Home
Networks
Wiring
Devices Intercom
Lighting &
Controls
Home
Theater
Shade
Control
Residential Solutions
6
Switches
Wall Plates
Custom Home Controls
Shade Solutions
Outdoor Power Solutions

7. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Datacenters
6
Intelligent Racks
Racks &
cabinets
Wire & cable
management
Intelligent
rack PDUs
Passive
cooling
Cable
Connectivity
Cable
management
Power Management
Wire & Cable Management
Custom Cabinets
Passive Cooling

8. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Wiremold Journey
8
2000
1955 1991 1999
1900

9. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Employee Engagement is Important
2017 Gallup Poll, of the 100 million Americans that hold full-time jobs,
more than 70 million are either actively disengaged or discontent at
work.
Engagement enables:
• Safer workplace. 40% fewer workplace accidents.
• Better products. 41% fewer quality.
• Better productivity. Lack of engagement costs the US between $450
to $550 billion annually.
9

10. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Daily Performance Management
10
Key Components of Lean Daily Management
1. Daily Performance Meetings (See Issues, Focus Actions)
2. Hour by Hour Follow Up (Productivity Measure)
3. Field Tours (Gemba – Standard Check)
4. Quick Reaction Improvement (QRI2) (A3 Problem Solving)

11. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Daily Performance Management
11
Tier 3
Plant Level
Tier 2
VS Level
Tier 1
Dept/Cell level
Hr/Hr
Tracking
Hoshin
X-Matrix
High level business objectives
cascade down the organization
Set standard and
identify gaps

12. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Hour by Hour Follow Up
To know the field
- Set a Standard
- Measure the performance to the Standard
To be reactive
- Identify issues causing gaps
- Feeds into the Daily Performance meeting
To manage
- Delegate responsibilities to operators on the
achievement of the target
- Facilitates problem solving
12
12
P A Color Code
Reason for miss

13. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Daily Performance Management
13
Tier 3
Plant Level
Tier 2
VS Level
Tier 1
Dept/Cell level
Hr/Hr
Tracking
Hoshin
X-Matrix
High level business objectives
cascade down the organization
Daily Performance
delivers value and
achieves business
goals
Set standard and
identify gaps

14. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Tier I – DPM Board
14
KPIs
Cells
Actions
Departments

15. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Daily Performance Management
15
Tier 3
Plant Level
Tier 2
VS Level
Tier 1
Dept/Cell level
Hr/Hr
Tracking
Hoshin
X-Matrix
High level business objectives
cascade down the organization
Daily Performance
delivers value and
achieves business
goals
Set standard and
identify gaps

16. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Tier II DPM Board (KPIs)
16
Miss
Actions
Key Trends
Field
Tour
Missing
Components
KPIs

17. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Tier II DPM Board (Actions)
17
Functional
Owners
Past Due
Actions
Closed Actions

18. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Daily Performance Management
18
Tier 3
Plant Level
Tier 2
VS Level
Tier 1
Dept/Cell level
Hr/Hr
Tracking
Hoshin
X-Matrix
High level business objectives
cascade down the organization
Daily Performance
delivers value and
achieves business
goals
Set standard and
identify gaps

19. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Tier III DPM Board
19
Closed
Actions
24 hr Actions
4 week Actions
Fucntional Owners
Past
Due
KPIs
Field
Tour

20. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Daily Performance Management
20
Tier 3
Plant Level
Tier 2
VS Level
Tier 1
Dept/Cell level
QRI 2
QRI 1
Hr/Hr
Tracking
Hoshin
X-Matrix
High level business objectives
cascade down the organization
Daily Performance
delivers value and
achieves business
goals
Problem solving performed at
multiple levels to close
performance gaps
Set standard and
identify gaps

21. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Quick Response Improvements (QRI)
To deal quickly with problems, at the right level
Technical matters
Organization
Working conditions (ergonomics, safety, etc.)
To involve all workshop staff in problem solving
Increase the global capacity of the plant to solve
issues
Every day, at fixed time, for 30-45 min.
21
What caused the problem? (causes of occurrence) --- (circle the 3 main causes)
W_ _W_ _W_ _W_ _W_ _W_ _
cancelled action: cross out / effective action carried out: highlight in green
Why?
Root causes
Why?
Action
Owner:
Causes
Method
QRI 2
Opening date:
Description
2b
1
What is the problem?
Who detected the problem? (and/or) Who caused the problem?
Where was the problem detected? (and/or) Where was the problem caused?
When was the problem detected? (and/or) When was the problem caused?
How was the problem detected?
How many times (frequency) has the problem occurred?
Why is it a problem?
Environment
Management
Operative
Material
Tools
Why was the problem not detected before? (reasons for non-detection)
Measurement action
Measured
Result
Effective
(y/n)
Manager
3
Deadline (W__for Week N°_)
Validation
Result or
Follow-up
conducted
Observation
Standardise and train / inform the teams:
Action
2a
3 main causes Why? Why? Why?
Manager Deadline
4
Closing date:
Action plan:

22. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
QRI 2 – Tier II
• VSL selects problems and leads
problem solving exercise
• Dedicated time daily
• Limit 3 per value stream (9
factory wide)
• Must close actions before
starting a new QRI
• Focuses team on vital problems
• Process teaches VSL direct
reports how to solve problems
for future leadership roles
22
Newest
Oldest

23. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
QRI 1 – Tier I
Carried out at the production cell as soon as the
problem arises with factual details in hand.
Led by the Cell/Group Leader
To train operators by sharing the information/the
solutions
Maximum time is 15 minutes.
Manager validates QRI solution effectiveness
23

24. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Daily Performance Management
24
Tier 3
Plant Level
Tier 2
VS Level
Tier 1
Dept/Cell level
Field
Tour
QRI 2
QRI 1
Hr/Hr
Tracking
Field
Tour
Hoshin
X-Matrix
High level business objectives
cascade down the organization
Daily Performance
delivers value and
achieves business
goals
Problem solving performed at
multiple levels to close
performance gaps
Field Tour checks adherence
to standard at the gemba
Set standard and
identify gaps

25. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Field Tours
To understand the field
Check if area is running according to the standards (SQDCI)
To manage
Align team to the current situation and right direction
In case of deviation, be sure that corrective actions have
already been implemented
Description
Assessment based on a checklist and a defined path
Duration 20-45 min including debriefs.
Ideally, field tour is the first action of the day of the manager
25

26. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Field Tour (Plant Manager Example)
26
Criteria and limit Result Comment
0 Customer service 5 main back orders will take next truck ? 0 / 1
1 5S in loading area Visual check Conformity with picture A 0 / 1
2
on mondays and
thursdays, Safety
Check batteries room Conformity with picture B 0 / 1
3 Efficiency Cell A
Hourly follow up properly filled and results of last
2 hours, OK
0 / 1
4 Efficiency Cell B
Hourly follow up properly filled and results of last
2 hours, OK
0 / 1
5 Efficiency Cell C
Hourly follow up properly filled and results of last
2 hours, OK
0 / 1
6 Efficiency Cell D
Hourly follow up properly filled and results of last
2 hours, OK
0 / 1
7 Efficiency Cell E
Hourly follow up properly filled and results of last
2 hours, OK
0 / 1
Quality choose 1 cell
documents properly filled and operator able to
perform the quality checking and products OK
0 / 1 Cell :
Safety choose 1 cell
Safety instructions at the workplace: presence
and implementation
0 / 1 Cell :
5S choose 1 cell
no mobile elements(palets, bins,…) outside
dedicated location
0 / 1 Cell :
8 Quality Non Quality Area Decision under 24h; Application 1 week 0 / 1
9 Environment Rejects good rejects in good dustbins 0 / 1
9 on tuesdays, 5S Visual check Conformity with picture F 0 / 1
FIELD TOUR
Assembly
Workshop
1
Date :
Where What
Supply
Chain
and
Logistics
Debrief with manager of Assembly Workshop 1
ASSEMBLY WORKSHOP 2 ASSEMBLY WORKSHOP 1
6 5
10
11
7 4
12
3
13 9
14 8
raw material INJECTION 2
17 16 15
18
P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 1
19 20
SHIPPING
0
plant manager office
machine Y machine X
cell A
machine Z
cell N cell L cell D cell C
cell O cell M
Rejects Rejects
Rejects
cell E cell B
0
AREA
Standards Results

27. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Field Tour Finds
• Non-value added time taking backing
off foam to stick to part – eliminate
adhesion
• Non-value added step of unscrewing
locking nut to assembly junction box –
by in 2 pieces
• Ancillary processing steps without
rates - add standard work with rate
and counters
27

28. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Field Tour Finds
• TR and Non-TR Plugmold back
covers look the same and cause
rework
• Packing plugmold stick in plastic
bag is challenging
– cone tool made on 3D printer
• Stacking pallets too high is
safety risk – simple visual
28

29. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Tier I – DPM Board –AIM Cards
29

30. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
AIM = All Ideas Matter
• System for employees to
implement improvement ideas or
prevent near misses
• Empowers associates to:
• Take the initiative to fix problems,
small or large, in their work area
• Identify an unsafe behavior
• Proactively capture close call
incidents to prevent potential
incidents
• Recognize improvements
30
CRFB heijunka box-INFLOOR DEPT
The heijunka box is not labeled with
all the finished good part numbers
that are stocked in the warehouse.
There are no locations to put the
WPICs tickets.
Run the heijunka labels report and
print out all the finished good part
numbers for the CRFB cell.
Rearrange the heijunka dividers so
there are locations for all parts.
Jennifer Bajorek Lean
5/16/2017

31. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Employee Engagement –All Ideas Matter (AIM)
31
2701 Ideas
Implemented
2016 – 55%
2017 – 64%
2018 – 70%

32. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Daily Performance Management
32
Tier 3
Plant Level
Tier 2
VS Level
Tier 1
Dept/Cell level
Field
Tour
QRI 2
QRI 1
Hr/Hr
Tracking
Field
Tour
Hoshin
X-Matrix
High level business objectives
cascade down the organization
Daily Performance
delivers value and
achieves business
goals
Problem solving performed at
multiple levels to close
performance gaps
Field Tour checks adherence
to standard at the gemba
Set standard and
identify gaps

33. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Leadership is Essential
"Leadership and management are two distinctive and complementary actions. Both are
necessary for success … The real challenge is to combine strong leadership and strong
management and use each to balance the other." John Kotter, Author and Professor of
Organizational Behavior, Harvard Business School
“more than 70 percent of failures are driven by unproductive management behavior and
negative employee attitudes” Keller & Price authors of Beyond Performance
"Soft leadership and culture boosts or blocks strategy, structure, and change initiatives”
Jim Clemmer, author of The Leader's Digest
33

34. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Manage Things and Lead People
Jim Clemmer, author of "The Leader's Digest: Principles for Team and Organization Success"
34
Management Leadership
Processes
Facts
Head
Position power
Control
Problem Solving
Doing things right
Provide answers
Light a fire under
People
Feelings
Heart
Persuasion power
Commitment
Possibility thinking
Doing the right things
Questions to promote thinking
Stoke the fire within

35. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Three Keys To Leadership
Go See
“Sr. Management must spend time on the
front lines.”
Ask Why
“Use the “Why” technique daily.”
Show Respect
“Respect your people.”
35
Toyota’s Chairman Fujio Cho

36. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
Engage Employees in the Gemba with Daily Management
Three key components:
• Align goals and efforts
• Visual data management, daily huddles, problem solving
• Leader standard work
Technical approach is simple enough to
understand but it is not a “plug and play”
technique
The “soft” stuff is the “hard” stuff
36

37. CONFIDENTIAL
&
PROPRIETARY
INFORMATION
37
Thank you.
Questions welcomed.
Tim McMahon
Lean Champion
Legrand Wiremold
Timothy.McMahon@Legrand.us
860-469-5326
Carissa Roman
Continuous Improvement Leader
Legrand Wiremold
Carissa.Roman@Legrand.us
860-263-3029