Or Daily Work Management
Call it by any name but it is the most important tool which helps us in sustaining the gains which we have achieved by implementing many kaizen tools like 5S, AM, PM, Visual Management, JIT tools, SMED, Standard Work, Cellular Cells and Kanban etc. When we implement all these tools of basic stability and Lean Management System-it only gets you to the 20% level of the Kaizen /Lean implementation at the most. Lean implementation will not sustain and slowly every body will go back to their traditional way of running the operations.
So what is this crucial thing which is missing. It is Daily Management,Daily Works Management or Daily Routine Management.
Nothing is static in this world. Either it is improving or if you are not doing anything then it will start deteriorating. Everything in gemba will deteriorate if we don’t improve .
When you implement Kaizen in the gemba you start improving step by step. Your efforts, wisdom and focused kaizen implementation is required.
What above pictures are depicting is that we improve and then we standardize. Where does PDCA begin?. It will start with ‘P’. Planning for improvement.
PDCA ends with ‘A’. ‘A’ is standardization .
SDCA starts with ‘S’. ‘S’ is standardization.
SDCA is the standard for sustenance.
Both ‘A’ and ‘S’ stand for Standardization.
‘D’ means to work as per standard.
‘C’ means to check as per standard.
‘A’ means to revise the standard if further improvement in the process has taken place.
If we follow above methodology we will keep on improving our processes.
What are Kaizen Principles-
- 1.’System Improvement’- ‘Individual operation improvement is not enough’.
- 2. ‘Management by Process to get the Results’ – ’Management by Results’ is not acceptable.
What is a ‘Process’. Every Process has input(s) and output. Process is a sequence of operation which follows one after another to convert the raw material to finished products or in a service industry a series of operation(s) to give the required service to the client.
Output is the result of a process.
If we want constant output what we should do with the inputs. We must provide consistent inputs. If we manage our inputs well ,output will be well both in quality and quantity and timely. These 4 M’s are inputs related to Man (Woman),Machine ,Method and Material. If you manage consistency in these 4 Ms the output will be consistent.
Why rejection is more . Why production is less. This is management by crisis. What is post mortem – You do this when the patient is dead. This is management by crisis. We must manage process by managing the 4 M’s.
This means we have to have the standards for all 4 M’s and manage by standards.
1M – We don’t standardize the Man and Woman by height,weight but standardize their skill levels. This is done with regular training, a certain hours per month on both technical and functional training. Also focus is kept on their attendance and leave planning.
2M – Machine Standardization- Process is standardized as much as possible as best we understand today. This means standardization on temp, pressures,speed and feed or some similar controlling parameters.
3M – Material – Standardize Quality specification of the material. If input secicifiations keep on changing will we get the standard output ?.Of course no!.
4M – Method- The methodology which is to be used? The Process? These can be any or all of the following-
We have to build above process and maintain the discipline .A new type of culture is to be created wherein everyone start working within a certain set of parameters as defined in the above 4Ms.The results will come if the process is correct and it is followed correctly. We have to follow the culture every hour, every day, every week then only we will be able to get the consistent results.
The way we supervise the gemba has to change. As the workmen skill develops more as more and more standardization is taking place, then supervisor has to remove themselves from the gemba to an extent and start devoting more time on problem solving and Kaizen.
We have to relook at the way we run the operations. We will run the operations and not the operations will run us down. Run us mad! Running an operation is like driving the car .You have to work real time with real data and the current data. You don’t run the car with the status of the road yesterday or you don’t run the car with rear view mirror.
Let us see SDCA once again.
You will have to check all the 4 M’s to check the reality and to check the gap between standards and actuals.
Visual Control should tell us gap between Standards and Actual Position. As long as your process is stable it is OK. No ‘A’–Act is required. If the process is unstable, ’A’ –Act has to be done. (A) process is ‘Daily Accountability Process’
If you want to succeed every month, you must succeed every week and every day, every hour and every minute.
How to check? How to ‘Act’. When you have to attend to the things which are out of control. This is ‘Daily Accountability’.
‘First Tier’ of meeting is always at gemba to discuss what happened yesterday or previous shift between the operators and supervisor.
‘Second Tier’ of meeting takes place between Supervisor and their Managers to discuss all the problems which supervisors and operators couldn’t solve.
‘Third Tier’ of meeting takes place between HOD’s of Production, Electrical, Mechanical, Quality Assurance, Marketing and Production Planning and Control and the Chief of the Plant.
There should be 3 separate ‘Accountability Boards’ for these 3 tiers meeting. All actions points on the gemba has to be reviewed and updated,
Sequence of Implementation-
- I- Standardize 4M’s for every process.
- II- Visual controls of all standards.
- III- Leader’s Standard Work ( should be a check List like TPM audit sheets).Take corrective action on the spot. If can’t –take these points to the next tier meeting. There should be a checklist for the Supervisors, Separate Check Lists for Managers, Separate Check List for Chief of the Plant.
- IV- Accountability Boards for all levels separately to be maintained and all these meetings are to take place on the gemba in front of these ‘Accountability Boards.
The Top Management has to ensure the Daily Management Process is implemented and reviewed for continuous 40 days for the sustenance and habit formation for all 3 tiers team members.
Jishuken Center of Excellence has expertise in implementation of the Daily Management to bring in the sustenance of the Lean Production System. These experts work with all departments and your teams and your Top Management and ensures that a practical road map is finalized and implemented.
We also supervise the reviews so that the lean gains are converted to Top line growth and bottom line gains and ensure these gains are sustained and become a habits and culture of the organization.
Jishuken Center of Excellence offers the highest quality training and consulting services available anywhere; and we feel strongly about producing results in your plant, with your people, addressing your problems and opportunities.
To get started Contact Jishuken Center of Excellence Consulting.