Daily Management Practice of Tata Steel

Pankaj Kumar
Head Total Quality Management; Tata Steel
15:00- 16:15 IST || 17th June, 2015

Webinar Agenda

SN

Time Slot

Session

Process Owner

15:00- 15:05 IST

Introduction

Sanjeev Singh; TQMS

15:06- 15:55 IST

Explain the practice

Pankaj Kumar; Tata Steel

15:56-16:15 IST

Q&A

Sanjeev Singh; TQMS

Pankaj Kumar; Tata Steel

Confidential document. For limited circulation within the Tata Group only

EDGE Webinars

SN Practice/Process

Presenter

Date

Timing

Daily Management

Pankaj Kumar,
Tata Steel

June 17th, 2015

(Wednesday)

15:00-16:15 IST

Effective Supply Chain

Management

Dr Manu Vora,
ASQ

June 18th, 2015

(Thursday)

17:00- 18:00 IST

New Product Development

Process

Chris Elliot,
Tata Steel Europe

June 24th, 2015

(Wednesday)

15:00-16:00 IST

Corporate Best Practice Hub

John Holland,
Jaguar Land Rover

July 01st, 2015

(Wednesday)

15:00-16:00 IST

Risk Management

Parshuram Date,
Tata Power

July 08th, 2015

(Wednesday)

15:00-16:00 IST

Critical Chain Project

10
Management

Sudipto Sarkar,
Tata Steel

July 15th, 2015

(Wednesday)

15:00-16:00 IST

11 Leadership Excellence

Dr Manu Vora,
ASQ

July 16th, 2015

(Thursday)

17:00- 18:00 IST

Confidential document. For limited circulation within the Tata Group only

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Acknowledgement
The objective of the EDGE webinars is to share and facilitate a discussion on good practices from
Tata companies for evaluation & suitable adoption in our companies. We take this opportunity to
thank Pankaj Kumar from Tata Steel for sharing the Daily Management practice with us.
We are also grateful to all our participants attending the todays call.
Happy sharing & learning
Kind regards
Team TQMS

Confidential document. For limited circulation within the Tata Group only

Presenter
Pankaj Kumar
Head Total Quality Management; Tata Steel
pkumar@tatasteel.com

BE (Mechanical) MNREC Allahabad, M.Tech (Industrial Engg) IIT Delhi, PGDQM

from MIQ

Joined Tata Steel as Graduate Trainee 1986 batch.

Lead Assessor for ISO 9001, ISO 14001 & OHSAS 18001, TBEM Assessor & Team
Leader

Certified Total Productive Maintenance (TPM) Instructor from Japan Institute of Plant
Maintenance.

Six Sigma Black Belt from IGE India

Facilitated TPM & TQM implementation at Tata Steel with active assistance from JIPM
TPM Consultants & JUSE TQM consultants of Japan.

Published a book titled Daily Management the TQM Way : The key to success in Tata
Steel authored jointly with Prof. Yukihiro Ando of Japan. This book was awarded the
Masing Book Prize 2011 at ANQ Vietnam in Sept. 2011.

Presented technical papers in International Conferences (in USA & Japan) and in
International journals on TPM & TQM deployment.

Joined Ph D program at the Industrial & Systems Engineering department of IIT

Kharagpur (July 2013).
Confidential document. For limited circulation within the Tata Group only

Contents
Tata Steel: Brief Overview
A
B

Background of TQM/Daily Management

Why Daily Management?

What is Daily Management?

How to Implement Daily Management? - The Tata Steel Way

Questions & Answers

Tata Steel: Brief Overview

Established in 1907, Worlds 2nd most diversified steel producer
with operations in 26 countries producing 27+ MTPA crude steel &
employing 80000+ people
Tata Steel India operations, a conglomerate of 3 types of
industries (Mining, Iron & Steel, Engineering & Projects) producing
9.7 MTPA crude steel with 37000 people and Rs.42000 crores
turnover
Delivers products and services through 3 business value chains
Steel (93%), Raw materials (6%) and others (1%).
Setting up the 1st phase of 3 MTPA steel capacity in Odisha, the
largest single industrial project being executed in India

Improvement Orientation: Building a Culture

ASPIRE T3
(TQM,TOC,
Technology
)

TQM

EVA
+

TOC

TOP

Small
Group
Activities

ISO
9001

QIP
QC

Value
Engg.

TPM

a Continual Journey
JRD QV Award
2000
Leadership award 2004

JN Tata TQA
Mid 90s

1991

TBEM
1996

Shikhar
25

Improvement

Improvement an Initiative

KVHS

KM

Benchmarking

Suggestion
Management

1907

AQUIP

CQA

Improvement a Culture

Deming Prize
2008
Deming Grand Prize 2012

Deming

CII-Exim

2005
Assessment Models for Business Excellence

2012 &
beyond

Why Daily Management?

Innovation
(Breakthrough Improvement)

Improvement
(Gradual
Improvement)

Sustenance/
Standardization

(Courtesy : Shoji Shiba)

10

Importance of Sustenance

Look at the sky with feet firmly on the ground !

11

Improvement

Importance of Daily management

Big Improvement
by Policy Management,
Problem Solving/Task
Achieving etc.

Keep stable, Improve progressively

Month
All the members must commit continuously, long term.
No shining stories.
12

Improvement

Importance of Daily management

If Daily Management is poor???
Big Improvement

by Policy Management,
Problem Solving/Task
Achieving etc.

Month

All the efforts, investments should be gone.

13

Challenges for Sustenance at TSL

1. Large and diverse employee base ( 37000 employees) with geographically spread locations
2. Some operations located in backward areas (literacy & economic conditions)
3. Diverse operating characteristics at different stages of steel making and selling

Auto

Business to Business
Distributors and Retailers
Directly to Consumers

Construction
Heterogeneous
inputs
(7 types)

Homogenization
(1 Hot Metal)

Developing wide
variety of products
(290 Grades
950 Products
15000 SKUs)

Different type of
marketing efforts

Need for an standardized Daily Management framework with robust process

control system to get the desired product/service requirements consistently.
14

What is Daily Management?

A S-D-C-A Cycle
ACT

CHECK

STANDARDIZE

DO

CYCLE for Maintaining Current Level

15

SDCA & PDCA Cycles

(3) Analysis to find
out the root cause of
the problem
6) Revise standards for
recurrence prevention
2) Measure/
Observe to grasp
symptoms

(1) Define the

Problem

5)

Act

S
Standard

Check

Do

Confirm
the Effect

4) Take
Actions to
Improve

16

Daily Management: SDCA-PDCA Cycles

S1: What is the role and the objective of the Job of your group?
(Group means department/section you are responsible)
S2: Have you prepared standards for the job?
S3: By what indicators do you evaluate the status of S1?
S4: Do you have a system to check the status?
D1: Are you doing the job as per the specified standards in S2?
D2: Are you monitoring the job in appropriate frequency using the
control points?
C1: Have you evaluated current status of the job by the data
compared to specifications?
C2: Could you find abnormalities in appropriate frequencies?
A1: Have you taken immediate actions on non-conformities?
A2: Have you taken timely corrective and preventive actions? Have
you revised standards, control points and control levels as appropriate?
17

Daily Management: A Process Approach

Which line is the best & which line is the worst?
Line A

Line B

Line C

In Process
measure

Low

Low

Low

Inspection

Low

Low

Customer
Complaint

Low

High

High

Low

Line D
High

Low

Low

Efforts should be made to move from eg Line B Line C Line D Line A

18

Daily Management include

Hourly Job

Management for

Daily Job
Weekly Job
Monthly Job
Seasonal Job
Yearly Job & etc.

Jobs in front line Operation.

Supervisors job
Section Managers Job
Department to Top Managers Job & etc.

Daily Management : Management for routine Jobs

at all levels.
19

Checking of temp by
nurse
Processing of heat
tapped

War room Mtg

Daily Inspection
checklist
Safety visit
Daily Production
Plan

Cost Meeting

Daily Production
Plan

Annual Job

Clearing of bills

Monthly Job

Daily Job

Hourly Job

Cleaning of raking
m/c boom

Weekly Job

What does Daily Management Include?

ABP formulation
Rewards and
recognition

Shutdown Activity
MR Meeting
Performance
Review of division

20

Daily Management
What
Management of regular / routine / transactional activities
Avoiding the DRIP phenomenon

Why
Maintain current levels of performance
Gradual improvement

Advantages
Stable & predictable operations
Consistent quality
Timely deliveries
Better safety
21

TSL Integrated Improvement Framework

22

Daily Management Promotion at TSL

DM System
Development
Standardized Flow Chart for
Operation, Maintenance and
services
MOU system for internal
customers
Integration with ISO 9001 QMS
and TPM
2**2 Matrix for process
stability- product conformity

Bringing
Improvement

DM System
Deployment &
Promotion
DM Workbooks publication
Training Modules for all levels of
workforce (Half to 2-days)
E-learning modules
Pocket-books in local languages
DM Newsletters
DM Conference
DM Observation Book
DM Quiz on Intranet

Evaluation &
Assessment
DM assessment by
TQM experts
DM Internal
assessments (5-stage
process/
quarterly/annual
assessments)
2*2 matrix status
review at MD-on-line

Sharing on assessment observations with all units

Revision of DM process/workbook
Sharing of DM best practices on MD-on-Line
Recognition of best DM units in JWQC function

Evolution of Daily Management Process

4th Edition

Revision 4

Revision 3

5th Edition

Revision 2

3rd Edition

Revision 1
2nd Edition

2011 (page 122)

1st

Edition

2009 (page 133)

2007 (page 66)

2006 (page 56)

New DM Book
2014 (page 227)

24

Daily Management Process Flow - Operations

25

Corporate DM Flow Chart

Daily Management Process Flow: Maintenance

Develop Roles & Objectives
(as per Dr. Kanos questions)
For identification of Key
Performance Indicators (KPIs)

MOU with
Internal
Customers
MOU
Sign Off

Roles &
Objectives

KPI Tracker
SOPs

Compilation of KPIs in the KPI Tracker with base

& target levels, monitoring frequency and
assigned responsibilities and develop standard
operating procedures to control the processes

Revise Standard
procedures

CAPA Sheet
Standardize
Do & Check
Act

Do/Perform the activities and Monitor KPIs

against Plan/Target/Band using charts as
defined and identify/document
deviations/abnormalities with reasons

Charts/Check
Sheet

Corrective & Preventive

Actions in case of
deviations against plan
(Rotation of PDCA)
26

Corporate DM Flow Chart

Daily Management Process Flow : Service

Develop Roles & Objectives
(as per Dr. Kanos questions)
For identification of Key
Performance Indicators (KPIs)
Roles &
Objectives

KPI Tracker
SOPs

MOU with
Internal
Customers

Develop Management system

Chart for identification of
In-process Key
Performance Indicators (KPIs)

MOU
Sign Off

Management
System Chart

Compilation of KPIs in the KPI Tracker with base

& target levels, monitoring frequency and
assigned responsibilities and develop standard
operating procedures to control the processes

Revise Standard
procedures

CAPA Sheet
Standardize
Do & Check
Act

Do/Perform the activities and Monitor KPIs

against Plan/Target/Band using charts as
defined and identify/document
deviations/abnormalities with reasons

Charts/Check
Sheet

Corrective & Preventive

Actions in case of
deviations against plan
(Rotation of PDCA)
27

Daily Management Effects (Case 1)

Plant : Coke Plant Indicator : Coke Strength after Reaction

Improvement in Coke CSRReduction in Variation

X: 63.973 (63.973); Sigma: .59266 (.59266); n: 1.
75
70

Stage-1

Stage-2

Stage-3

Stage-4
65.751

65

63.973

60

62.195

55
50
45
24-Jan-08
20-Mar-08
3-May-08
12-Jun-08
24-Jul-08
14-Feb-08
9-Apr-08
23-May-08
2-Jul-08
Reduction in variation led to better operations at Blast Furnace resulting into
Moving
R: .66875
(.66875);
Sigma:
1.1982
(.50525);
n: 1.
improved
quality
of hot
metal
at reduced
cost

14

28

Daily Management Effects (Case 2)

Plant : Sinter Plant Indicator : Flux Crushing Fineness %

06 06

06

1- 2-Aug-

DATE & SHIFT

Aug- 06
06

4- 5-Aug- 6-Aug- 7-Aug- 8Aug- 06

06

06

06 Aug-

10Aug-06

06

13- 14-

15-

16-

18- 19-

Aug-06Aug- Aug-06 Aug-06

22- 23- 24-

25- 26-

28-

29-

06

06 06 06

06

06

Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb Feb

DATE & SHIFT

3Apr

4-Apr

5-

6-Apr

Apr

7- 8- 8- 9- 10- 10Apr Apr Apr Apr Apr Apr

11-Apr

12-

13-

Apr

Apr

14-Apr

15-Apr

16-

17-

Apr

Apr

18-Apr

19-

20- 21- 21-

Apr

Apr Apr Apr

22-Apr

23- 24Apr Apr

25-Apr

26-Apr 27- 27- 28-

-3.15 mm %

-3.15 mm %

5-Jan

10-

14-Jan

15- 17-

19-

Jan Jan

Jan

21-Jan

82

13-Jan

23- 24-

29-

30-

31-

Jan Jan

Jan

Jan

Jan

DATE & SHIFT

1-May 2-May 2-May 3-May 4-May

5-May

6-May 7-May

8-May 9-May

10-May

12May

13-May

14- 15-May

16-

May

May

17-May

19May

20-May

21-

22- 22- 23-

May

May May May

24-May

25-

26-

May

May

11May

27-May

DATE & SHIFT

12

10

80

DATE & SHIFT

DATE & SHIFT

11-Jan

30Mar

28-Mar

26Mar

25-Mar

24-Mar

23-Mar

22Mar

21Mar

19-Mar

18-Mar

17-Mar

15-Mar

12-Mar

11-Mar

Mar

7-Mar 8-

4- 5Mar Mar

3Mar

2Mar

Jan

1-Mar

82

82

84
B

Apr Apr Apr

DATE & SHIFT

-3.15 mm %

06

06

DATE & SHIFT

Nov-

06

LSL, 88.0
LCL, 86.7

84

06

88
86

Nov-

06

Nov-

3
B

28- 29-Sep-06 30SepSep06

06

A
C

B
C

B
C

18- 19- 20- 22- 23-Sep-06

Sep- Sep-Sep-Sep06 06 06 06

A
C

B
C

A
A

C
A

B
C

A
B

C
A

A
B

C
A

C
A

A
C

A
B

A
B

A
B

9-Sep-06 10- 11- 13- 14-Sep-0615- 16-Sep-06

Sep- Sep- SepSep06 06 06
06

30-Jun

29-Jun

27-Jun

26-Jun

19-Jun

17-Jun

16-Jun

13-Jun

DATE & SHIFT

29-Apr 30-Apr

11-Jun

90

LCL, 86.5

84

10-Jun

X-bar, 92.7
92

86

26-Nov- 27-Nov-06

9-Jun

24-Nov-06 25-

8-Jun

21-Nov-06

7-Jun

15-Nov- 17-Nov-06

6-Jun

14-

5-Jun

LSL, 88.0

86

3-Jun

2-Jun

1-Apr

82

11-

DATE & SHIFT

1-Feb 2-Feb 2-Feb 2-Feb 3-Feb 3-Feb 4-Feb 5-Feb 5-Feb 6-Feb 6-Feb 6-Feb 7-Feb 7-Feb 7-Feb 8-Feb 8-Feb 9-Feb 10- 10- 10- 11- 11- 11- 12- 12- 12- 13- 13- 14- 14- 14- 16- 16- 16- 17- 18- 18- 18- 19- 19- 20- 20- 21- 22- 22- 22- 23- 23- 23- 25- 26- 26- 27- 27-

DATE & SHIFT

2-Sep-06 3-Sep-06 4- 6Sep- Sep06 06

PROCESS NOT STABLE NOT CAPABLE

80

84
82

DATE & SHIFT

DATA OUTSIDE CONTROL LIMIT - NIL

LSL, 88.0

88

LCL, 86.5
82

82

24-Dec-06 25- 26-Dec-06 27DecDec06

06

15-Dec-06 16-Dec-06 17-Dec-06

6-Dec-06 7- 8-Dec-06 10- 11DecDec- Dec06

06 06

90

90

DATA OUTSIDE CONTROL LIMIT - 12

84

82
84
2- 3-Dec-06 4DecDec06
06

24- 25- 26- 27-Oct-06 28Oct- Oct- Oct-06

Oct06 06
06

C
A

19Oct-06

15- 16- 17-Oct-06

Oct-Oct06 06

B
C

C
B

A
C

4-Oct-06 5- 6-Oct- 7-Oct-06 9-OctOct- 06

06
06

30-

Aug-06 Aug- Aug-Aug- Aug- Aug-06Aug- Aug- Aug-06 Aug-06

06

1-Oct-06 2Oct06

82

06

06

29- 30-Jul- 31Jul- 06 Jul-

06

B
A
B
C
A
C

25- 26-Jul- 27-JulJul- 06

06

20-Jul-

06

06 Jul-Jul- 06

06

06 06

X-bar, 92.4

92

88

LCL, 83.8

4-Nov-06

Jul- Jul-

USL, 95.0
94

X-bar, 92.4

92

DATA OUTSIDE CONTROL LIMIT - NIL

84

84

LCL, 86.7

86

06

86

LCL, 86.5

06

A
B
A
B
C
B
C
A
B
A
B
C
A
B
C
A
B
C
A
B
C
A
B
C
C
C
A
B
C
A
C
A
B
C
A
B
C
B
C
A
B
C
A
B
C
A
B
A
C
A
C
A
B
C
A
B
C
A
C
A
B
C
A
B
C
C

Jul-

06

B
A
A
B
C
A
B
C
B
C
A

B
C
B
C
A
B
C
B
C
B
C

B
C
A
B
C
A
A
A
B
C
A

A
B
A
B
C
C
A
C
A
C
A

C
A
B
C
A

C
A
B
C
B
C
A
C
A
B
C

6- 7-Jul-06 8-Jul- 9-Jul-06 11- 12- 13-Jul- 14-Jul- 15-16- 17-Jul- 18-Jul-

Jul-

LSL, 88.0

86

86

LCL, 83.8

X-bar, 90.2

88

LSL, 88.0
LCL, 87.9

88
LSL, 88.0
LCL, 86.7

86

LCL, 83.8
82

82

DATA OUTSIDE CONTROL LIMIT - 12

2-Jul-06 3- 4-Jul-06

90
88

LSL, 88.0

88

94

94
90

DATA OUTSIDE CONTROL LIMIT - 2

84

DATA OUTSIDE CONTROL LIMIT - 18

84

82

DATA OUT SIDE CONTROL LIMIT - NIL

84

84

90

LSL, 88.0

88

DATA OUTSIDE CONTROL LIMIT - NIL

X-bar, 90.7
90

90

92

96

USL, 95.0

USL, 95.0

LSL, 88.0

88

86

86
86

X-bar, 92.7
92

-3.15 mm %

LSL, 88.0

88

LCL, 87.9
86

X-bar, 92.7

X-bar, 92.4

92

-3.15 mm %

LSL, 88.0
88

X-bar, 90.2

90

96

-3.15 mm

94

X-bar, 90.2

90

-3.15 mm

-3.15 mm

-3.15 mm

LSL, 88.0
LCL, 87.9

88

92

92

X-bar, 90.7
90

-3.15 mm %

X-bar, 90.7
90

96

92

94

UCL, 98.7
98

UCL, 93.6

USL, 95.0

USL, 95.0

UCL, 98.3

98

96

96

USL, 95.0

100

UCL, 98.3

94

92

94

USL, 95.0
94

96

92

F-C FINENESS (-3.15 mm) MAY'2007

100

98

USL, 95.0

94

96

98

-3.15 mm

94

92

11

Long term continuous efforts created

May 2007
great improvement
F-C FINENESS MAY'2007

July 2006

F-C FINENESS (JUL' 2006)

100

100

98

98

96

96

94

94

-3.15 mm %

90
88

X-bar, 92.7

92

Better

X- bar, 90.7

90

88

LC L, 87.9

LCL, 86.7

86
84

84
DATA OUTS IDE CONTROL LIMIT - 18

82

82

2 -J ul06

3J ul06

4 -J u l 06

6J ul06

7 -J u l 06

8J ul06

9 -J u l 06

11-

12-

13-

J ul-

J ul-

J ul-

06

06

06

14-

-6 1
15

17-

18-

20-

J ul-

ullJ
Ju

J ul-

J ul-

J ul-

06

06
06

06

06

06

D A TE & SH IFT

26-

27-

29-

J ul- J ul-

J ul-

J ul-

06

06

25-

06

06

30-

31-

J ul- J ul06

06

Low Spikes disappeared

80
A
B
B
C
A
A
C
A
C
A
A
C
B
A
C
A
B
C
A
C
C
A
B
C
A
A
B
A
C
A
B
C
B
A
B
C
A
C
B
C
A
A
B
C
A
C
A
C
A
B
C

86

80

UCL, 98.7

U C L, 93.6

92

C
A
B
C
A
C
A
B
C
B
C
A
C
A
B
C
A
B
A
B
C
C
A
C
A
C
A
B
C
A
B
C
A
A
A
B
C
A
B
C
B
C
A
B
C
B
C
B
C
B
A
A
B
C
A
B
C
B
C
A
B
A
B
C
A
C

-3.15 mm

USL, 95.0

USL, 95.0

RMBB-2 (S- PLANT) DAILY MANAGEMENT

F-C FINENESS (-3.15 mm) JAN'2007

F-C FINENESS (-3.15 mm) MAR'2007

100

UCL, 96.7
96

UCL, 93.6

RMBBN (S- PLANT) DAILY MANAGEMENT

RMBBN (S- PLANT) DAILY MANAGEMENT

F-C FINENESS (NOV' 2006)

98

98

UCL, 98.7

UCL, 98.7
98

UCL, 93.6

UCL, 98.3

98

96

96

RMBBN (S- PLANT) DAILY MANAGEMENT

F-C FINENESS (SEP' 2006)

F-C FINENESS (-3.15 mm) JUNE'2007

100

100
UCL, 96.7

UCL, 96.7

RMBBN (S- PLANT) DAILY MANAGEMENT

RMBB-2 (S- PLANT) DAILY MANAGEMENT

F-C FINENESS (-3.15 mm) APR'2007

100

98

USL, 95.0
94

RMBB-2, (S- PLANT) DAILY MANAGEMENT

F-C FINENESS (-3.15 mm) FEB'2007

F-C FINENESS (DEC' 2006)

F-C FINENESS (OCT' 2006)

98

94

RMBBN (S- PLANT) DAILY MANAGEMENT

RMBBN (S- PLANT) DAILY MANAGEMENT

RMBBN (S- PLANT) DAILY MANAGEMENT

F-C FINENESS (AUG' 2006)

96

USL, 95.0

RMBBN (S- PLANT) DAILY MANAGEMENT

RMBBN (S- PLANT) DAILY MANAGEMENT

F-C FINENESS (JUL' 2006)
96

13

1- 2-2-3-4- 5- 6-7- 8-9- 10- 11- 12- 13- 14-15-16- 17- 19- 20- 21- 222223- 24- 25- 26- 27MayMay
May
May
MayMayMay
MayMay
May MayMayMayMayMay
MayMay MayMayMayMayMay
May
MayMayMayMay May
DATE & SHIFT

Reduction in variation led to better quality of flux meeting customer

specifications and resulting into improved quality of sinter

29

Daily Management Effects (Case 3)

Result: Unfavorable Variation reduced causing 0.05%

improvement in yield saving approx 2 crore/annum

30

31

2*2 Matrix : Process Stability Product Conformity

Un-Managed (Unstable)

Managed (Stable)

Reject / Bad
(Not Conforming)

Accept/Good

(Conforming)

Quadrant: 1

Quadrant: 2

Quadrant: 3

Quadrant: 4

(Copyright : Prof. Yukihiro Ando)

32

DM Health Indicator: 2*2 Matrix

c) KPIs that changed Quadrants

a) Corporate 2x2 KPI status

Div.
RM

CSI

FP

Total KPIs: 163

LP

b) Division wise 2x2 KPI status

SS

No. of KPIs
Div. as on 31 as on 31
Dec'12 Jan'13
RM
20
20
CSI
55
56
FP
25
25
LP
34
34
SS
30
28
Total 164
163

Nos, Q1

Nos, Q2

Nos, Q3

Nos, Q4

Dept.
West Bokaro - Washery 3
Coke Plant - Battery 3
Coke Plant - Battery 3
Coke Plant - Battery 89
Coke Plant - Battery 3
Coke Plant - Battery 567
Coke Plant - Battery 89
Coke Plant - BPP
Sinter Plant 2
Sinter Plant 1
Sinter Plant 2
Sinter Plant 3
Sinter Plant 4
Hot Metal Logistics
LD 2 & SC
HSM
LD1
LD1
LD1
LD1
LD1
MM
Mech.Maint - NBM
Mech.Maint - NBM

5,(25%)
9,(16.1%)
2,(8%)
2,(5.9%)
1,(3.6%)
19,(11.7%)

Note: All status is as on 31 Jan13

2,(10%)
5,(8.9%)
0,(0%)
1,(2.9%)
1,(3.6%)
9,(5.5%)

13,(65%)
33,(58.9%)
21,(84%)
30,(88.2%)
26,(92.9%)
123,(75.5%)

Misplacement of clean coal (WB Washery

Coke Moisture
M40
M40
CSR
CSR
CSR
Ammonia in clean COG
Sinter CaO
Sinter RDI
Sinter RDI
Sinter RDI
Sinter RDI
Delays in Blast Furnaces due to HML (HML)
Super Heat 15-30 C (LF heats) (Ld2&SC)
Rejections - Downgrade
Rhombodity of CC#1
Rhombodity of CC#2
Rhombodity of CC#3
Nitrogen Pickup in Tundish in WR3
LF-Out Oxygen of EWNR/EQBG/CAQ
Weight tolerance of Rebar(20 mm)
Mill Stand Gear box vibration
Mill Stand Gear Box Life

4
1
2
4
4
2
2
4
2
4
2
1
1
2
2
4
2
1
2
4
2
3
4
4

2
4
1
2
1
1
1
3
1
2
4
4
4
1
4
1
4
4
4
1
4
4
2
3

Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
P
Q
Q
Q
Q
Q
Q
Q
Q
P
P

d) KPIs that continue in Red Quadrant (Q1)

Div.

0,(0%)
9,(16.1%)
2,(8%)
1,(2.9%)
0,(0%)
12,(7.4%)

As on 31 As on 31 PQCDS
Dec'12 Jan'13 M

KPI

CSI

FP

Dept.

KPI

Continuing in
PQCDSM
RED since

Coke Plant BPP

Cyanide in treated
effluent

Dec'12

Sinter Plant 3

Sinter CaO

Oct'12

Pellet Plant

Swelling Index

Dec'12

Dec'12

FP - M & S

Net Realisation for DET

33

Daily Management Effects : Intangible

Clarity in roles and objectives up to shop floor levels
Empowerment: SOP-based decision making at all levels

Enhancement in internal customer focus

Understanding about stability of processes
Improved appreciation about input sources of variation,
in process measures and control charts thru PFC-FMEACP-process control
Improved documentation & standardization
Visualization of processes/systems (Management
System Charts) and its indicators for timely actions
SDCA - PDCA - SDCA way of thinking
Improved team work, involvement and enthusiasm of a
large group of employees in improvement activities

Daily Management Book

Released by Dr. Noriaki Kano,

at ANQ 2010

Productivity & Quality Publishers

1st Print : Oct. 2010
ISBN : 978-81-85984-40-7
Price : Rs. 295/-

35

Challenges in applying Daily Management

Knowing - Doing Gap

36

Guidelines for Question & Answer Session

Please press *1 to unmute your telephone line and ask your question

Confidential document. For limited circulation within the Tata Group only

37

We would be delighted to facilitate implementation of elements of this

practice in your company!
If you are excited, then contact any one of the following soon
Pankaj Kumar

Tata Steel

pkumar@tatasteel.com

Sanjeev Singh

Tata Quality Management Services

sanjeev@tataquality.com

Vikash Chandra

Tata Quality Management Services

vikash@tataquality.com

Bilal Ahmad

Tata Quality Management Services

bilal@tataquality.com

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38

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SN Practice/Process

Presenter

Date

Timing

Effective Supply Chain

Management

Dr Manu Vora,
ASQ

June 18th, 2015

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17:00- 18:00 IST

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Process

Chris Elliot,
Tata Steel Europe

June 24th, 2015

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July 01st, 2015
Jaguar Land Rover (Wednesday)

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Tata Power

July 08th, 2015

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Management

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Tata Steel

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Dr Manu Vora,
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