DWM Overview RIB

1 Version 1.
0
•Copyright ©2010 RIB Consulting
•We have
•We have been
been doing
doing lot
lot
of
of Kaizen,
Kaizen, but
but how
how do
do II
make
make people
people toto do
do
Kaizen
Kaizen every
every day?
day? They
They
think
think Kaizen
Kaizen is
is separate
separate
from
from their
their daily
daily work
work
2 Version 1.0
•A system
•A system is is required
required
to
to tell
tell people
people What
What toto
do
do and
and How
How toto do,
do,
which
which willwill make
make Kaizen
Kaizen
aa part
part ofof daily
daily
activity.
activity. ThisThis system
system
is
is known
known asas
•“Daily Work
•“Daily Work
Management”
Management”
3 Version 1.0
To understand Daily Work
Management
We need to understand Functions
of Management first!
4 Version 1.0
Functions of Management
Maintain
Maintain
Retainment
Retainment improvement
improvement
(Standards)
(Standards)
already
alreadyachieved
achieved
Improve
Improvemore
morethan
than
Functions of Improvement
Improvement already
already
Management improved
improved––DODO
KAIZEN
KAIZEN
Innovation
Innovationof
of
Breakthrough
Breakthrough improvement
improvement
5 Version 1.0
Responsibility of Functions
Responsibility of of Management
Functions
Top
Management Breakthrough
Senior
Management
Improvement
Middle
Management
Supervisors
Retainment
Operators
SHARE OF RESPONSIBILITY
6 Version 1.0
How to achieve functions of management?
Achieved
Achievedthrough
throughDaily
Daily
Retainment
Retainment Work
WorkManagement
Management
(DWM)
(DWM)
Achieved
Achievedthrough
through
Functions of Improvement
Improvement DWM
DWM&&KAIZEN
KAIZEN
Management
Achieved
Achievedthrough
through
Breakthrough
Breakthrough “HOSHIN
“HOSHINKANRI”
KANRI”
First Objective of an organization is to install the infrastructure of successful

DWM which leads to Retainment & Improvement, then next step is to achieve
breakthrough thro’ HOSHIN KANRI
7 Version 1.0
What is DWM?
Daily Management relates to management of activities

pertaining to area of responsibility and which are repeated on
daily/ routine basis. Word used is daily but even if an activity
is repeated once a week, it is still routine and hence covered
under daily management.
 Structured review of your job.

 Review by Whom ? Review by YOU.
 Structured by Whom ? Structured by YOU.
 For whose benefit ? For YOUR benefit.
8 Version 1.0
Why DWM?
Daily work management focuses on maintaining current level

of performance and includes actions leading to small gradual
improvements too. Most of us are busy in day to day fire-
fighting/ managing crisis. If routine activities are controlled
and can be taken care of by people down the line, senior
people can focus their time on improvement/ future planning.
 It is important to..
 Know where you are with respect to your target.
 Help you take corrective action in time.
 Manage your job better.
 Get your routine under control
9 Version 1.0
What happens if DWM is not practiced?
 Always under pressure for results.

 If output is not levelled, high pressure during month-
ends.
 Always firefighting, chasing people & material.
 Long working hours, frustration.
 Physical tiredness, mental tension.
DO YOU WANT TO CONTINUE TO WORK IN THIS

FASHION?
10 Version 1.0
Then why DWM is not practiced?
 Daily firefighting consumes the day

 Do I do my work or DWM
 DWM is more paper work
 Number of DWM is huge
 Real root cause is not identified
 My time is spent on following up others
 Corrective action is not with me – outside
 My DWM is not reviewed
 Only Nos. are asked
 My boss is not using this
 DWM only after 5 pm – not yet integrated
11 Version 1.0
How to use DWM?
•DWM
•Work
•Work
•DWM
12 Version 1.0
PDCA Approach
Action Planning
Determine
goals and
targets
Take
appropriate Determine
methods of
action
reaching goals
Engage in
Check education and
the effect of training
implementation
Checking Doing
Implement
work
13 Version 1.0
How to practice DWM?
Daily Work Management for Managers is

achieved through
Managing and Checking points
Managing Points are success indicators

of your Accountability
Checking Points are the process indicators

in your Responsibility
14 Version 1.0
Managing & Checking Points - MPCP
Checking point
(Process indicators)
Managing
Managingpoint
point
(Business
(Businessresults)
results)
ACCOUNTABILITY
Checking point
(Process indicators)
RESPONSIBILITY
15 Version 1.0
Hierarchy of MP & CP
Boss Managing Checking

Point Point
Subordinates Managing Checking

Point Point
+
Ideas with Ownership
16 Version 1.0
Flow process for MPCP
17 Version 1.0
How should you practice DWM?
Choose right Metrics

 Metrics ? A way of measurement, not an unit of measurement.
 Metrics chosen should be an indicator of efficiency of the
Managing Points. eg.,
 The metric for the Managing Point “Achieve Planned
Production” should be “% adherence to plan” and not
“Production Value in Rupees Lakhs”.
 The metric for the Managing Point “Achieve Machine
Productivity” should be “OEE” and not “Machine Uptime”.
 Metrics should always indicate performance against plan.
 Start with simple Metrics, can improve as we go along.
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Review Frequency
 Since Managing Points and Metrics enable course

correction in real-time, the frequency of review has to be set
up suitably.
 The Module Leader being accountable for daily output
should review the output of each shift.
 If he observes variance to plan which is significant, he
should come up with counter measures in that very shift.
 If he senses the counter measures may not produce the
desired results, he should draw the attention of his
superiors immediately.
19 Version 1.0
Review Frequency …
 Such actions ensure leveled production.

 A monthly review would be an exercise in post
mortem.
 Review frequency must be designed so as they
are real time and provide adequate time for
responses.
 Do not let the review frequency imprison you!
20 Version 1.0
 Identify gap and reasons for the gap.

 Do not just report failure mode. Go to deeper cause.
 Take counter-measures. If you do not take counter-
measures, you are just reviewing / tracking. YOU ARE
PAID TO MANAGE, NOT REPORT.
 You need to take OWNERSHIP
 Immediate counter-measure and long term measure.
 Review effectiveness of counter-measures.
 Do a PDCA. This is evidence of application of mind.
 Use of visual displays
21 Version 1.0
Example:
DWM for Deputy CEO
22 Version 1.0
1. Get Organization Structure
President
&
CEO
Deputy
CEO
Sr.VP Sr.VP Sr.VP International Finance & DGM

NPD IT Cell Aerospace
E & SS Operations Secretariat Marketing Accounts CEO Off
MFD Foundry
Marketing
CMD SMD MCD SSD Marketing HRD MMD
Services
23 Version 1.0
2.List down Purpose & Role
Purpose
To enhance the performance of the company as per policies

and strategies.
Role
Enhance customer satisfaction
Formulate policies, strategies and business plan
Enhance operational & financial performance
Enhance employee motivation
24 Version 1.0
3.Make MPCP Table
25 Version 1.0
4. Once the MPCP table is approved, Visual Control System (VCS)
to be developed and displayed on your GEMBA
26 Version 1.0
Checking points graphs
Warranty trend Customer complaints
27 Version 1.0
5. If the Managing point is not achieved as per plan, gap analysis
to be done and reviewed by the boss.
GAP ANALYSIS AND ACTION PLAN
For the Month of:

NAME : Dept : Designation: Date of review:
P D C A
Managing
Month Target
Point Root causes & Counter
Action Plan Status Result
Measures
28 Version 1.0
Understanding MPCP Cascade
29 Version 1.0
Company name : Sundaram Brake Linings Ltd Managing & Checking points date : 25/07/2000 page 1 of 2
Dept/Section : Operations Name : R.Ramasubramanian / K.N.Ravi Designation : G.M.-Operations / D.G.M. (Opns - TSKP)
Accountability Managing point Unit of VCS Freq. Checking point Unit of VCS Resp. for Freq.
Area measure Ref Target measure Ref Target Checking
point
Quality A.1.1 Customer returns PPM GM01 < 200 Monthly A.1.1.1 Product audit non - no of lots PUM1 Zero PUM Weekly
ppm conformance trend-Padi rejected
A.1.1.2 Product audit non - no of lots T1UM1 Zero T1UM Weekly
conformance trend-TSK1 rejected
A.1.1.3 Product audit non - no of lots T2UM1 Zero T2UM Weekly
conformance trend-TSK2 rejected
Company name : Sundaram Brake Linings Ltd Managing & Checking points Date : 17/12/2000 page 1 of 1
Dept/Section : Operations Name : R.Jayaraman Designation : Unit Manager
Accountability Managing point Unit of VCS Freq. Checking point Unit of VCS Resp. forFreq.
Area measure Ref Target measureRef Target Checking
point
Quality A.2.1.1Product audit non - no of lots PUM1 Zero Weekly A2.1.1.1Product audit non-conformance-Cell1 Nos. C.I.C.C1 zero C.I.C Daily
conformance rejected A2.1.1.2Product audit non-conformance-Cell2 Nos. C.I.C.C2 zero C.I.C Daily
Padi Plant A2.1.1.3Product audit non-conformance-Cell5 Nos. C.I.C.C5 zero C.I.C Daily
Company name : Sundaram Brake Linings Ltd Managing & Checking points date : 16/12/2000 page 1 of 2
Dept/Section : Manufacturing Name : K.Kasinathan Designation : Superindent (Mfg)
Accountability Managing point Unit of VCS Freq. Checking point Unit of VCS Resp. forFreq.
Area measure Ref Target measure Ref Target Checking
point
Quality CIC1.1Product audit non- No.of lots CIC1 Zero Daily CIC1.1.1 Counter measures taken for % SIC1 100% S - I - C As per plan
conformance gap analysis
Process scrap % CIC2 0.50% Daily CIC1.1.2 Top roll knurling depth mm SIC2 0.15min S - I - C Weekly
Temperature of chiller plant Deg.C SIC3 27 Deg S - I - C Daily
Auto rolling knife life Days SIC4 15 Mixes S - I - C Daily
Line scrap PPM CIC3 Zero Daily CIC1.1.3 Number of Poka Yoke's not working Nos. SIC5 Zero S - I - C Daily
30 Version 1.0
More examples of Purpose & Role
PURPOSE & ROLE OF HEAD - MATERIALS

Purpose:
Manage Supplies to Improve Competitiveness
Role:
 Competitive Material Cost.
 Timely Delivery.
 Incoming Quality.
 Ensure Statutory Compliance.
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Purpose & Role of Manager Finance (Payables)
Purpose : To provide management information support
and enable financial control at the Export plant.
To monitor corporate financial status
Role :
 Export Accounting and MIS

 Manage cash flows
 Manage Payables
 Corporate MIS
 Assist Finance head in OP / SBP preparation
 TQM Practice
32 Version 1.0
Purpose & Role of Head Finance
Purpose : To control Finances optimally and provide

Management Information Support
Role :
 Fund and Risk Management
 SBP / OP / MIS Support
 Accounting & Internal Control
 Statutory Compliance
 TQM Practices
33 Version 1.0
More examples of MPCP
34 Version 1.0
More examples of MPCP
35 Version 1.0
Use of Visual Displays
 Visual displays should be useful to YOU to manage

your MPs.
 Not meant to impress visitors.
 Type of graph should be relevant – Daily Vs.

Cumulative.
 Graph should have target / plan line.
 You are the best person to decide what visual

display will be useful to you.
36 Version 1.0
Benefits of Visual Displays
 Generates transparency. Your group knows how you

are performing.
 Generates participation by your group.
 Makes review easy and less time consuming.
 Generates healthy competition between groups.
 Shop floor gets a personality and becomes a more

enjoyable place to work in.
37 Version 1.0
Integrate DWM practice
 Audit DWM practice periodically. This will help

institutionalize practice. It should become a way of
life.
 Avoid separate Production reviews and DWM

reviews. If you do not, DWM will continue to be
additional work.
 Review production through DWMs. You will then

use DWM to do your job better.
 You need to integrate your job and DWM.
38 Version 1.0
Shop floor management
 In shop floor management, emphasize :

 Customer focus
 SOP- adherence and revision
 5S
 Employee Involvement
 QCC & QC Story
 Continuous Improvement
 Communication – Targets, Results, Customer
requirement
39 Version 1.0
Revision of Standards
 When a quality defect occurs, checking against

SOP helps pin point causes.
 When SOP is revised, quality improves as also

productivity.
 You should drive revisions to SOP. More the

revisions better would be the Q, C, D, S levels of
the company.
40 Version 1.0
Benefits of DWM
 Brings focus to day-to-day work through Managing Points

and relevant Metrics.
 Provides early warning signals for timely action.
 Triggers continuous improvements.
 Metrics facilitate result oriented management - What
cannot be measured cannot be managed !
 Metric based review to a predetermined frequency
secures robust processes.
 Enhances self esteem.
 Releases valuable energy for creative work and
breakthrough improvements.
41 Version 1.0
Benefits of DWM
 Executives can go home earlier.

 Greater awareness of deliverables and targets.
 Clear idea of who is to do what and therefore,
prompt corrective action.
 Sharper understanding of causes for failure.
 Faster stabilization of output
42 Version 1.0
43 Version 1.0

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1 Version 1.

First Objective of an organization is to install the infrastructure of successful

Daily Management relates to management of activities

 Structured review of your job.

Daily work management focuses on maintaining current level

 Always under pressure for results.

DO YOU WANT TO CONTINUE TO WORK IN THIS

 Daily firefighting consumes the day

Daily Work Management for Managers is

Managing Points are success indicators

Checking Points are the process indicators

Boss Managing Checking

Subordinates Managing Checking

Choose right Metrics

 Since Managing Points and Metrics enable course

 Such actions ensure leveled production.

 Identify gap and reasons for the gap.

Sr.VP Sr.VP Sr.VP International Finance & DGM

To enhance the performance of the company as per policies

Formulate policies, strategies and business plan

Enhance operational & financial performance

Enhance employee motivation

Warranty trend Customer complaints

For the Month of:

PURPOSE & ROLE OF HEAD - MATERIALS

Manage Supplies to Improve Competitiveness

 Competitive Material Cost.

 Ensure Statutory Compliance.

 Export Accounting and MIS

Purpose : To control Finances optimally and provide

 Visual displays should be useful to YOU to manage

 Not meant to impress visitors.

 Type of graph should be relevant – Daily Vs.

 Graph should have target / plan line.

 You are the best person to decide what visual

 Generates transparency. Your group knows how you

 Generates participation by your group.

 Makes review easy and less time consuming.

 Generates healthy competition between groups.

 Shop floor gets a personality and becomes a more

 Audit DWM practice periodically. This will help

 Avoid separate Production reviews and DWM

 Review production through DWMs. You will then

 You need to integrate your job and DWM.

 In shop floor management, emphasize :

 When a quality defect occurs, checking against

 When SOP is revised, quality improves as also

 You should drive revisions to SOP. More the

 Brings focus to day-to-day work through Managing Points

 Executives can go home earlier.

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