DWM + Basic Japanese Principles:

3G/3K/3M/3R/3 NAI

1
 Information Retention.
Here results of a study verify the importance of practicing the idea and
hence developing a good
habit to internalize the idea.

Method Recall After 72 hrs

(up to)
• Hear only 10 %
• See only 20 %
• Hear and see 50 %
• Verbal participation 70 %
• Physical participation 80 %
• Hear, see and practice 90 %
 What is the Role of Leadership ?

Daily Mgmt

Kaizen

Goals &
Breakthroughs

Strategy

Frontline Frontline Middle

Executives
Employees Leaders Management
When you measure performance ….

What do you actually measure ?

How do we decide a manager’s capability ?

Like we have Process Capability …….

We can measure a manager’s capability too

Process
Less variation ........
…….. A better process

Manager/Engineer/Supervisor
Less variation ........
…….. A better manager
 Daily Work Management
Daily meeting of operators & shop engineer before start the shift
for 10 minutes to monitor gap between :
 Customer Concern
 PDI feedback
 Red Bin Analysis
 Daily Production Plan Vs Actual
 Safety

Gap Analysis

Repeated / Chronic Problem Work-Area related Problem

solved by solved by
CFT / Deep Analysis (PDCA) Department, SGA & Quality Circles (PDCA)

Retainment of Improvement

Standardization
 Why ? Daily Work Management (DWM)

It’s not enough to do your best;

You must know what to do and

then do your best.

Exercise : A day in your life as a manager ?
What percent of your day is for;

• Administration / meetings _%

• Planning %

• Teaching / training – %

• Audit – %

• Material management – %

• Improvement activities – %
A day in the life of a Lean Manager/engineer

• Administration / meetings – 10%

• Planning - 30%

• Teaching / training – 10%

• Audit – 10%

• Material management – 10%

• Improvement activities – 30%

 Objectives

Understand the purpose of daily management

Understand the link between top-level

strategy, key performance indicators (KPIs),
and daily management
 Objectives
To provide consistency and uniformity in the
daily/regular work in order to provide consistent
output

To achieve process / divisional objectives by

carrying out the daily/routine work in a smooth,
consistent and efficient way, thereby creating a
hassle free work environment free of emergencies.
 DAILY WORK MANAGEMENT

 IN DWM , you need to set the targets and take action

in case of variance form the target.
BENEFITS of Effective
Daily Management ??
BENEFITS of Effective Daily Management

High Productivity
Lower rejection & rework
Improved yields
Lower cost
Lesser Lead Times
Higher customer satisfaction
Pleasant workplace
Motivated & capable employees
 Daily Work Management
Consciously and consistently carrying all activities that must be
performed daily (or regularly) to efficiently and effectively achieve
the aims of each division's duties.

First Conformance and then move to

Performance
 More About Daily Management
More About Daily Helps communication
Management Ensures nothing important missed

Leaders very familiar with teams

Active Leadership Leaders must go to gemba

Builds consensus
Management by
Gathering facts ensure thorough analysis
Fact
 Why Use Daily Management?

Links Team to ‘Big Picture’ KPIs link to corporate strategy

Teams know how they contribute

Workload Management Production is on target, and

Team knows where they stand

Problem Resolution Uses PDCA & kaizen culture

Teams see problem solving efforts
Aligns teams and leader
Communication
Information = Satisfaction
 Daily Management
Production Daily management
KPI Board
Board should be visual

Leaders Teams
Plan meetings Record production
Manage status and info Note problems
Train teams Help solve problems
Manage teams Monitor status
Go to gemba
Audit
 The Production Board
Plan Actual Proj.
Notes
Time In Out Queue In Out Queue Queue

8:00 12 12

Employee came in late

10:00 25 15 22 23 11 24 (unplanned)

12:00 17 15 24 26

2:30 10 10 24 26

4:30 3 15 12 14

TOTAL 55 55 12 14
 The KPI Board
Work Area Name
Quality Delivery Cost Issues

Space for
team
members to
record
problems,
contact
Safety / Morale information,
Safety and morale data etc.
 Daily Work Management

Production Daily management

KPI Board should be visual
Board

Leaders Teams
Plan meetings Record production
Manage status and info Note problems
Train teams Help solve problems
Manage teams Monitor status
Go to gemba
Audit
4/24/2020 QJ/PPT/008 21
Basics of Visual Management:
• Look at the actual object ( product, inventory, material
part, equipment, jigs,tools, material, handling equipment,
work bench etc)
• By using the notice board, bulletin, place cards, stickers,
labels etc
• The problems, inconvenience, normal or abnormal and
the management limits
• Must be visible in one look only
In order to make things visible in one
look :

• Color distinction ( different colors), symbols,

characters, numerals, pictures ( sketch ), graph,
chart etc are used and devised.
Pattern of Visual Management:
1. Display to be seen by eyes.
2. Standards to be seen by eyes.
3. Visual Management
• 1) Problem occurrence detected in one look
- Normal or abnormal
- Difference in target and actual
- Difference between standard and actual
2) Problem occurrence and its cause are known in one
look.
3) What measures are being taken for to tackle the problem are
known in one look.
Standardization a pre-requisite for DWM:

• The absence of standards or the existence of faulty

standards precludes DWM, which consists of observing
standards
• The results of lack of good standards are:
- Processes are unstable; not predictable. Therefore
status-quo cannot be maintained.
- Unstable processes are a prime cause of fire fighting.
Everyone does his best which is not necessarily the
best. Short term orientation predominates
• Improvements made are not sustained because of lack
of standards. There are chronic ups and downs.
Standardization a pre-requisite for DWM:

• Workers cannot be trained effectively in the absence of

good standards. This makes any change in men to
become a cause of abnormality
• Managing Points are either not understood or
understood unevenly with in a department. What to
strive for is not clear.
• Every job requires reinventing the wheels. Repetitive
elements of a job ( such as new product development)
are not captured.
• People who beat the system or can fight the fires more
effectively do better than those who prevent trouble.
Standardization a pre-requisite for DWM:

• No true delegation is possible without standardisation.

• Managers suffer overload

It is important to
• Help new workers to learn correct methods
• Describe the contents of jobs very clearly to workers
• Compile the methods used in written form for reference
 Leadership Review

Leader’s Preparation Tasks

• Prepare for daily meetings
• Conduct morning walk-
through
• Review collected data
• Prepare for monthly
operations reviews
 Employees Know Best
Employee Input

• Prepare for daily meetings

• Employees know process
• Most important source of
info
• Help with problem solving
• Call for help when problems
recognized
 The Morning Meeting
(All Hands / Stand-Up)
1. Review previous day’s operations.

2. Review current day’s plan and potential

problems.

3. Address new problems.

4. Update team on countermeasures /

status.

5. Communicate strategy and general

information.
 Status Updates
When to Update

• Production status at scheduled

times during the day
• When a new problem is found
• When status on current situation
changes
• As new information is available
 Problem Resolution
Reacting to Problems
• Immediate response to abnormal
conditions
• Often an andon process
• Implement stopgaps
• Actively seek corrective actions with
countermeasures
• Requires coordination with support
teams
 Management By Wandering Around

Reacting to Problems
• Irony Alert!
• Part of a structured leadership process
includes unstructured time
• Need to be present to really learn what
is happening
• Go to gemba!
 Audits
Sustaining with Audits
• Morning walk-through
• Check tools, inventory, safety, 5S
• Post-kaizen audits
• Periodic 5S and process audits
 Common Problems
A common outcome:
Wonderful plan documents
decorating shelves in Executive
offices!
A common situation:
People don’t know the plan.
A common problem:
What do I do TODAY to realize the
plan?
A common folly:
Undue emphasis on MIS reports,
presentations and meetings in closed
rooms!
A common frustration:
Changing priorities everyday!

35
 Relationship Between Policy Management
and Routine Management

High
Objective

Policy
Objective Level

Management
Objective
Kaizen

Routine
Objective
Management

Maintenance Management

Low
Present Future
Continuous Improvement
 Catch Ball Process

Top
Mission Activities
Management

Catch Ball

Middle
Management Mission Activities

Catch Ball

Line
Mission Activities
Management
 Generic Themes
Quality Cost
TQM VA/VE
TPM Lean
Six Sigma Manufacturing

Morale
Quality Circle
Suggestion Delivery
Scheme Direct On Line
Mentoring &
Feedback

Safety
Environment Occupational
ISO 14001 Health &
Safety
May 2007 39
Visual Display Board
 Organization Culture
• Principles
– 3G
– 3K
– 5S
– Internal communication
• Daily meetings
• Visual display

– Pro-activenes
– Recognition & Rewards
Characteristics of Useful Performance
Metrics
• Visual

• Understood by all

• Includes an improvement target

• Can be tracked and maintained by the affected

department

• Reviewed daily and acted upon

 SQDC Performance Board Example
Safety Quality Delivery Cost
Daily Annual Daily Annual
1 2 Down Time
3 4 Total Defects Daily Annual Overtime
100 100 100 100 100 100

5 6 90 90 90 90 90 90

80 80 80 80 80 80

7 8 70

60
70

60
70

60
70

60
70

60
70

60

9 10 11 12 13 14 15 16 50

40
50

40
50

40
50

40
50

40
50

40

30 30 30 30 30 30

17 18 19 20 21 22 23 24 20 20 20 20 20 20

10 10 10 10 10 10

25 26 3 6 9 12 15 18 21 24 27 30 J F M A M J J A S O N D 3 6 9 12 15 18 21 24 27 30 J F M A M J J A S O N D 3 6 9 12 15 18 21 24 27 30 J F M A M J J A S O N D

First Pass Yield 1 00

Skills Matrix Absenteeism Scrap %
27 28
100 100
100 100 100 100
90 90
90 #1 100
#2 #3 #4 #5 #6 #7 #8 #9 #10 #11
90 90 90 90
80 80 DEL 90
80
      
29 30 70
80

70
70
70
80

70
WEJ      80
80

70
80

70
60 70
60
60
60
60
DNT        60 60

31 50

40
50
50
50

40
40
50
QUY
LLU
  60

50
50 50

40 40      40 40
30 30
30 40
30 30
MMG      30 30
20 20
20 30
xx x 20 20 LUS
        20 20

x 10
10
10
10
10 PMG   
20
10 10

o o
0

F
3
M
6
A
9
M
12 15 18
A
21
S
24
O N
27
D
30
00
J
FF
F M
M
M AA
A M
M
M
J J A
AA
S
SS
O
O
O
N
NN
D
DD
ESI       
10
3 6 9 12 15 18 21 24 27 30
3 6 9 12 15 18 21 24 27 30 J F M A M J J A S O N D

x o Pareto Analysis Pareto Analysis Pareto Analysis

x
o
o
x x
o
x

Kaizen Newspaper Kaizen Newspaper Kaizen Newspaper Kaizen Newspaper

Problem Action Who When Result Problem Action Who When Result Problem Action Who When Result Problem Action Who When Result
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•
Possible Quality
Number of damaged items
Measures
• Short, over, wrong item
• ASN Accuracy
• Number of defects
• Number of units returned to units shipped
• Total cost of quality
• Number of suggestions per year per employee
• Rate of implementation
• Time spent on improvement
 Possible Cost Measures
• Premium freight • Material handling cost
• Material handling cost • Stockkeeping cost
• Dunnage costs • Number of suppliers with
price breaks
• Lead-time
• Leadtime investment
• Inventory – days of inventory
• (Leadtime days) x (daily
• Productivity
requirement)
• Standard to actual manning
• Value added to total space
ratio
• Value added to total assets
• Scrap reduction ($)
• Value added motion to total • Activity cost of expediting
motion
 Possible Delivery Measures
• On-time arrival rate • WIP reduction
• Number of schedules
• Supplier fill rate changed
• Supplier on-time rate • Past dues not on last
week's report
• Carrier down time • This week's new
expedites
• Total travel distance
• De-expedites of last
week's expedites
 Hour -By-Hour Chart
Hourly Cumulative

Hour Comments / Downtime

8–9 30 15 30 15 Training new work sequences

9–10 30 16 60 31 Operator #2 over takt time
10–11 25 18 85 49 Battery Change
11–12 30 23 115 72 Wrong parts in bin
12:30–1:30 30 27 145 99 Workers late returning from lunch (4 minutes)
1:30–2:30 30 27 175 126 No Inventory in location
2:30–3:30 25 25 200 151 No significant problems
3:30–4:30 30 29 230 180 End-of-shift cleanup (2 minutes)
 Area: Washington - DC
Skills Matrix Supervisor: Lester Nessman Date: 2-10-1908

ERP update

Yard Jockey
Consolidate
Put Away

Dispatch

Loader
Pack
Pick

Bill Remington

Ken Kaizen

Ben Franklin

Dustin Bucket

Bow Bieclaw

Don Sinacle

Andy Capp

In Training Can Do Can meet T/T Can Train Others

Possible Safety Measures
• Injury incident days (safety cross)
• Lost work case incidence rate
• Total case incidence rate
• Potential hazards eliminated
• 5S audit results/Hazmat audits
• Traffic/DOT violations
• Carrier accidents
 Safety Cross
1 2
3 4
5 6
7 8
9 10 11 12 13 14 15 16
17 18 19 20 21 22 23 24
25 26
27 28
Month: Green = Safe Day
Supervisor: 29 30 Red = Recordable Injury
31
Abnormality Management

Abnormality: A violation of standard

operations

Abnormality Management: The ability to see

and respond to the abnormality in a timely
manner.
 Steps To Implementation

• Establish the standard

• Implement Lean Production System measures

• Manage abnormality in a timely manner

 MP & CP

 Through MP/ CP , we will try to confirm how

managers should manage their departments
with a system of managing and checking points
to achieve their annual business results on a
sound foundation of DWM

 This is a beginning of improvement phase

 Authority Responsibility Accountability

 Authority = delegated right of decision

 Responsibility = responsibility for execution

Accountability = responsibility for business result.

 Authority

Responsibility

Accountability

Accountability of other function.

Responsibility
of other
function,
How to build up the structure of
Management
 Managing Point
Managing Point are the Success Indicators
In PQCDSME
Managing Point = Quality Measure of Output
Productivity
Quality
Cost
Delivery
Safety
Morale
Environment
4/24/2020 QJ/PPT/008 59
 Hierarchy of Managing And Checking Points

BOSS Managing Point Checking Point

SUB ORDINATE Managing Point Checking Point

+
Exercise:
Write down your KRAs.
Parameter Achievement Target
(2019-20) (2020-21)
1

2.

5
 Checking Point

Measure,
Checking Point = Information,
Attention point in Process.
Checking Point

Process Managing Point

4/24/2020 Checking PointQJ/PPT/008 62

 Managing Point Checking Point

Avg. Defect/ Vehicle ,

1. Quality Index
No. of Trained inspectors

2. Meeting Production Machine downtime./

Target Material shortage on line.

3. Customer Satisfaction Avg Defect / Vehicle , PDI % ,

Index Customer Complaints

4/24/2020 QJ/PPT/008 63
 Deployment of Objectives in DWM
POLICY DEPLOYMENT DAILY WORK MANAGEMENT
CEO Company Objectives Company Guidelines

Responsibilities MP CP
LOB Head LOB Objectives Strategic Guidelines
MP CP

SBU Head SBU Objectives MP CP

Responsibilities MP CP

MP CP
Deptt, Head Responsibilities
Action Plans MP CP

Responsibilities MP CP
Section Head
MP CP

Responsibilities MP CP
Supervisor
MP CP

Company policy is deployed into Daily Work by cascading

4/24/2020 QJ/PPT/008
64 64
the Objectives into MPs & CPs of individuals.
 Example of MP CP

Managing Point Frequency Checking Point Frequency

Customer
1.1 Daily
schedules achieve

1. Production Monthly 1.2 Material Shortages Daily

1.3 In-house defects Daily

4/24/2020 QJ/PPT/008 65
May 2007 65
 Example of MP CP

Managing Point Frequency Checking Point Frequency

1.1 PDI defects Weekly

Customer
1. Warranty Monthly 1.2 Weekly
Complaints

1.3 Maru A complaints Daily

4/24/2020 QJ/PPT/008 66
May 2007 66
 Example of MP CP

Managing Point Frequency Checking Point Frequency

1.1 RM stock Weekly

1. ITR Monthly 1.2 WIP Daily

1.3 Finished Goods Daily

4/24/2020 QJ/PPT/008 67
May 2007 67
 Exercise - MP CP

Create MP CP list for your work area

Duration: 15 minutes

4/24/2020 QJ/PPT/008 68
 Sustainable Learnings

• SOP
• PDCA
• One Point Lesson
• CAPA

4/24/2020 QJ/PPT/008 69
 Why PDCA ?
Human Nature VS Process

Jump straight to
solution mode Allow time to plan

Fight the fires every

time A structured approach to
defining the problem

No common
understanding of
the real problem Involve the right people

No measure if the
Test and Monitor
solution is a real
solutions to ensure
success
goals are met

4/24/2020 QJ/PPT/008 70
 PDCA --- Continuous
Process Improvement
Phase 7: Plan for Phase 1: Identify the
the Future Opportunity

Phase 2: Analyze
The Process
Phase 6: Standardize Act Plan
the Solution Phase 3: Develop the
Optimal Solution(s)

Check Do

Phase 5: Study
the results Phase 4: Implement
4/24/2020 QJ/PPT/008 71
 Defining CAPA
Corrective Action – Corrective actions shall be taken
eliminate the cause of the nonconformities encountered. A
documented procedure shall be established to define
requirements for
a) reviewing nonconformities (including customer complaints)
b) determining the cause of nonconformities
c) evaluating the need for action to ensure that nonconformities to not recur
d) determining and implementing action needed, including, if appropriate,
updating documentation
e) recording of the results of any investigation and of action taken, and
f) reviewing the corrective action taken and its effectiveness

4/24/2020 QJ/PPT/008
72
 Defining CAPA
• Preventive action – The organization shall determine
action to eliminate the causes of potential
nonconformities in order to prevent their occurrence.
Preventive actions shall be appropriate to the effects of
the potential problems.
• It is also determine potential nonconformities and their
causes
a) evaluating the need for action to prevent occurrence of nonconformities
b) determining and implementing action needed
c) recording of the results of any investigations and of action taken, and
d) reviewing preventive action taken and its effectiveness

4/24/2020 QJ/PPT/008
73
 Synergy

a2 + b2 = a2 + b2
(a+b)2 = a2 + b2 + 2ab

•Collaborative Approach for shared vision

•Sideline personal ego and interests

4/24/2020 QJ/PPT/008 74
 Benefits of Synergy
• WIN- WIN situation for all stake holders
• Quick solutions of problems
• Improve Productivity
• Diversity of Ideas
• Better Decision making
• Motivation
• Learnings

4/24/2020 QJ/PPT/008 75
 Interpersonal Skills
• Interpersonal skills are all about working
with other people

• In a business setting , the term generally

refers to an employee’s ability to get along
with others while performing his job

• Interpersonal skills are actually

characteristics traits like manners attitude
courtesy, habits , behavior and appearance
which helps us to communicate and maintain
relationship with others

4/24/2020 QJ/PPT/008 76
 Role Model for the Juniors
(Leadership Skills )
What is Leadership?
• Leader is the art of mobilizing others , towards
achieving shared aspirations.

“ We have to feel to become a

Leader, otherwise whole of life
we will be follower.”

4/24/2020 QJ/PPT/008 77
 Japanese Principles

• 3G
• 3M
• 3K
• 3Nai
4/24/2020 QJ/PPT/008 78
 3G Workplace Focussed
Approach

Genchi Go to the spot

Genbutsu See the actual
problem/situation
Genjitsu Take necessary action
4/24/2020 QJ/PPT/008 79
 3M Work Balancing Approach
Eliminate or minimize these three M’s in the
manufacturing process
• MURI Overburden/Inconvenience/Strain
• MURA Inconsistency/Unevenness /Irregularity
• MUDA Waste

4/24/2020 QJ/PPT/008 80
 3K Workplace system
Adherence

Kimerareta koto ga What has been decided

Kihon dori As per the standards

Kichin to mamoru Must be followed

4/24/2020 QJ/PPT/008 81
 3R Workplace resource
conservation

 Reduce - reduction of consumption of

resources
 Reuse - re-using things wherever possible

 Recycle - recycling the waste so that it can

4/24/2020 be used again
QJ/PPT/008 82
 3 Nai Workplace Quality
Approach

Accept

Do not Build Defects

ship

4/24/2020 83
QJ/PPT/008
 Work Place Ownership
Align with
Customer
Integrity Corporate Vision
Obsession
and Mission

4/24/2020 QJ/PPT/008 84
 Approaches to Problem
Solving
Conventional QC Approach
Approach
Solving the
Solving the Problem using
Problem through QC Story
Experience and
Intuition

Traditional
Approach
4/24/2020 QJ/PPT/008 85
 Sample Check sheet
Month:- PROCESS QUALITY MAINTENANCE CHECK SHEET Resp:-
Plant:- Area:- Shop:-
S.No Process Frequency 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

1 Process Quality Audit Sheet Daily OOOOOOO OOOOOOO OOOOOOO OOOOOOO OOO
2 EG Ok check sheet Daily OOOOOOO OOOOOOO OOOOOOO OOOOOOO OOO
3 Shim Micrometer Validation Weekly O O O O O
4 Critical Operator Check sheet Daily OOOOOOO OOOOOOO OOOOOOO OOOOOOO OOO
5 MARU A operator check sheet Weekly O O O O
6 Check marking check Weekly O O O O
7 Cam Shaft rotor angle check Weekly O O O O
8 Oil and Component Contamination Weekly O O O O
9 Gauges Ok Working Validation Weekly O O O O
10 FT6 Parameter Validation Weekly O O O O
11 GNT rpm Validation Weekly O O O O
12 Packing Condition review ---5 component Weekly O O O O
13 Belt tension validation Weekly O O O O
14 Main Oil Gallery components packing Weekly O O O O
Leakage test parameter
a). Delivery Pipe
15 b). Spark Plug guide Weekly O O O O
16 Main Line Fool Proofing Sheet Weekly O O O O
17 TM line Fool Proofing Sheet Weekly O O O O
18 Inspector Review Weekly O O O O
19 FK type torque wrench calibration Monthly O
20 Oil Jar Calibration Monthly O
21 Fool proofing Re- validation Monthly all Lines O
Prepared by- Approved By-

4/24/2020 QJ/PPT/008 86
 QC Story
Problem Selection
Pareto Check Sheet

Define the Problem

5W 1H

Analysis of Problem
Fish bone diagram RCA(Why-Why Analysis

Countermeasures

Check Effectiveness

Horizontal Deployment
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