Daily management system pdf

Short Interval Coaching — talking about how to eliminate waste! With short interval coaching, team members are asked about their work and what can be done to make it better. This form of leadership acquires better information because it engages the people who know the most about the work they are actually doing. Best Practice — Weekly Continuous Improvement CI Meeting — We encourage a standing meeting that provides a specific time where team members can focus on their improvement ideas and initiatives.

The Lean Daily Management System can be and has been applied to all types of industries, services and business types. It is second to none for workgroup engagement and performance improvement. Each activity thus decided must, therefore, be executed in accordance with the daily plan. In doing so, continuous improvements will have to be effected to ensure that higher performance is achieved within the existing resources and with high productivity.

The daily work management meetings start with forming tiers and the same was initiated at one of our clients, a renowned modular kitchen manufacturer. These meetings are scheduled at a fixed time and fixed location and fixed members to participate in the meetings. The agenda for each tier is fixed and each one has to adhere to the pre-fixed agenda. The purpose of Daily work management is to make everyone come at a common platform, take charge and ownership of each and every aspect, for example, improving production, productivity, material availability etc, and most important is the increasing communication.

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Comments 2 Anupam. Their team needs the right number of trained people, a stable volume and a clear indicator of progress; they require a deep understanding of OK versus not-OK at each station, and they must have components that they need not check before assembling them, and machines that work as they are supposed to.

Operators should feel that they own and control their work environment and have a clear way to deal with unusual situations, as well as having confidence that their efforts are recognized. Visual management supports these key lean principles with physical artifacts that help orient operators are such indicators as:.

For instance, in this picture below Courtesy of Toyota Australia we can see visual management providing clarity about whether things are OK or not-OK at first glance:.

The whole point of the visual management system is to support team members in their work, at takt time , and to make it easy for them to spot abnormalities and pull the andon chord.

Obviously, keeping a work environment in top conditions so that team members can do a top job easily demands attention. Every day friction will occur. Small things get out of line and have large consequences the grain of sand in the cog that stops the machine. The basic thinking of lean is that we make daily efforts to eliminate muda, and to generate and encourage suggestions from team members to continuously improve safety, quality, flexibility and cost management.

Ultimately the goal is to feed back this information to product and process development. To be able to visualize muda, we need a comparison base: this is what our standards are, i. People will naturally need to be convinced of the validity of the standards first; and the best way to do this is to have worked at the improvement of the standard through kaizen. The system needs a simple way to ensure that things are constantly cared for and kept in check.

Visual management should be updated. Standards for Manpower, Machine, Materials, Methods should be respected and when not, problems can be addressed. All of these frames for seeing muda are well established. In other words, the daily management system is essentially about visualizing problems and making sure we get around to solving them.

The elements of this system include:. This daily management system will typically appear as a wall full of indicators and countermeasure plans:. As the story goes, the Chief Engineer of the Prius was challenged to come up with a car that would run double the distance on the same fill-up YET have the same spaciousness as a normal one. He investigated a large range of technologies, talking to all sorts of experts and the amount of information got out of hand, so he created one big room where all these various technologies would be exposed for people to understand what each person was doing and where they were going with this.

Obeyas are not about control, but rather, about facing challenges, discussing the hard problems and sharing how they interface with each other in the complete system that is a company, or a plant.

These obeyas are really about solving a huge challenge in any organizational structures: creating better interfaces so that we all understand what each other is doing and how this fits together in order to have a business-level result.