1

2

Thing do not stay there, they deteriorate

IF NOT MANAGE IN ADEQUATE MANNER

WHY DAILY MANAGEMENT

3

WorkerLEVEL-1 Work for Rentention/Maintt.

LEVEL-2 Engg./Sup. Work for Cont. Imp.

LEVEL-3 CEO Work for Breakthrough

LEVEL-1

LEVEL-2

LEVEL-3

4

TQM

DWM

POLICY DEPLOYMENT

CUSTOMER FOCUS

TOTAL EMPLOY INVOLVEMENT

5’S

TQM

To ensure the right input to achieve the desired output.

5

DAILY

WORK

MANAGEMENT

STANDARDIZATION

EXACTNESS

SIMPLIFICATION

VISUAL MANAGEMENT

6

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

7

STANDARDIZATION

SA

DC

SA

DC

SA

DC

PA

DC

PA

DC

SA

DC

Revision of Standard Enactment of Standard

Review of Job Result Execution of Standard Job

Level

Time

8

EXACTNESS

Do exactly what standard says.

Example – If standard says run the m/c at 20wls/min then its speed can’t be changed

9

SIMPLIFICATION

Communication 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.

10

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).

11

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

12

MANAGEMENT BY WALKING AROUND

DIRTY DIFFICULTY DANGEROUS

13

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.

14

PURPOSE OF DAILY WORK MANAGEMENT

Eliminate the Variance

100 % Employee involvement

Continual Improvement

15

VARIANCE

When input or output is not 100% identical

CHRONICSPORADIC

16

CHRONIC

SPORADIC

Sudden behavior Or Occurrence

Not Challenge

Man, Method, M/c, Material

Human Nature

TYPE OF VARIANCE

NATURE RESPONSIBILE

17

Worker Supervisor Manager

Expectation Follow the std or W.I.

Assure 100% compliance

Do Improvement

Kaizen Participate Motivate to do so Align the kaizen with company

Goals

Focus Activity base Ensure the end goal at their concern area

Process Improvement

Abnormality Early Detection Find the root causes

Take firm action against that (Preventive

action)

Character

Levels

18

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

19

Operation name

M/c No.

Operator Name

Production

Rejection Rework Gap Analysis

Responsibility

Target Date

Status

S.No.

Pts.

S A S A S A

Sample DWM Log sheet

20

START UP IMPROVEMENT MAINTENANCE MECHANISATION

START UP IMPROVEMENT MAINTENANCE

B

A

Mo

ne

tary

am

ou

nt

of

los

s

A

B

A : Quality Improvement actively practicedB : Quality Improvement Desultory

Daily ManagementLosses & life Cycle of

Work

Time

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 Operator2. New Material3. Method change4. Commissioned after maintenance5. New Instrument introduced