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Daily Work management Presentation (PPT).

The document outlines the concept and practices of Daily Work Management (DWM), emphasizing its role in enhancing operational efficiency through systematic leadership. Key topics include measuring managerial performance, effective target setting, problem-solving, and maintaining consistency. Additionally, it highlights the importance of visual management, standardization, employee engagement, and continuous improvement to achieve workplace goals.

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Daily Work Management (DWM) Quantum Jump Consulting Group 1
Exercise : • Draw a square. • We have to divide this square in 4 equal parts.) • The square has to be divided in such a way that the area of all 4 parts should be same. Questions: In how many ways can we do this ? Answer : a) 2 b) 4 c ) 8 d) none of the above QJ 2
Introduction: Name Department Total experience … years Experience …. Years QJ 3
Program overview: • What is Daily Work Management? • Methodology for effective DWM deployment • MPCP ( Managing Points Checking Points) QJ 4
Sidelines: • PDCA • Kaizen • Value Addition 5
Let’s start with blessings of GOD Who says this task is impossible ? Who says that it’s not possible to achieve this target? Who says that we can not reach there ? The secret is that we have must know what to do and then we need to put in our best efforts to achieve that goal. 6
Policy Deployment 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 7
Policy Deployment Process Less variation ........ …….. A better process Manager Less variation ........ …….. A better manager 8
Movie on GOAL 9
Are we utilizing our true potential ? Fish Example FOOD 10
Why ? Daily Work Management (DWM) It’s not enough to do your best; You must know what to do and then do your best. 11
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 – % 12
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% 13
Exercise: Write down your KRAs. Parameter Achievement Target (2014-15) (2015-16) 1 2. 3 4 5 14
Can this job be made more comfortable ? Isn’t there a better method for this operation ? Isn’t there a faster way of doing it ? Isn’t there a safer way of doing this ? Questions 15
Fundamental perquisite • A strong desire to solve a particular problem is a fundamental perquisite for successfully applying Lean Principles
Objectives Objectives Understand the purpose of daily management Understand the link between top-level strategy, key performance indicators (KPIs), and daily management 17
Objectives 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. 18
 IN DWM , you need to set the targets and take action in case of variance form the target. DAILY WORK MANAGEMENT 19
BENEFITS of Effective Daily Management ?? 20
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 21
Consistency / Commitment Movie on Consistency and Commitment 22
QJ 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 % 23
What is the Role of Leadership ? Frontline Employees Frontline Leaders Middle Management Executives Daily Mgmt Kaizen Goals & Breakthroughs Strategy 24
What is Daily Management? Daily Management is a systematic, fact-based, goal oriented, active style of leadership to manage operational performance. Daily Management is a systematic, fact-based, goal oriented, active style of leadership to manage operational performance. 25
Basic Condition to start DWM 1. Decide what is to be managed( Setting the management items) 2. Decide with what to measure ( deciding the measurement units) 3. Decide the target ( setting the target ) 26
Daily Work Management 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 Standardization Retainment of Improvement Retainment of Improvement Work-Area related Problem solved by Department, SGA & Quality Circles (PDCA) Work-Area related Problem solved by Department, SGA & Quality Circles (PDCA) Repeated / Chronic Problem solved by CFT / Deep Analysis (PDCA) Repeated / Chronic Problem solved by CFT / Deep Analysis (PDCA) 27
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 28
More About Daily Management More About Daily Management Active Leadership Active Leadership Management by Fact Management by Fact Helps communication Ensures nothing important missed Leaders very familiar with teams Leaders must go to gemba Builds consensus Gathering facts ensure thorough analysis 29
Why Use Daily Management? Links Team to ‘Big Picture’ Workload Management Workload Management Problem Resolution Communication Communication KPIs link to corporate strategy Teams know how they contribute Production is on target, and Team knows where they stand Uses PDCA & kaizen culture Teams see problem solving efforts Aligns teams and leader Information = Satisfaction 30
Daily Management Production Board Production Board KPI Board KPI Board Daily management should be visual Leaders Plan meetings Manage status and info Train teams Manage teams Go to gemba Audit Teams Record production Note problems Help solve problems Monitor status 31
The Production Board Plan Actual Proj. Notes Time In Out Queue In Out Queue Queue 8:00 12 12 10:00 25 15 22 23 11 24 Employee came in late (unplanned) 12:00 17 15 24 26 2:30 10 10 24 26 4:30 3 15 12 14 TOTAL 55 55 12 14 32
The KPI Board Work Area Name Quality Delivery Cost Safety / Morale Safety and morale data Issues Space for team members to record problems, contact information, etc. 33
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 34
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. 35
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. 36
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. 37
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. 38
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 39
Leadership Review Leadership Review Leader’s Preparation Tasks Leader’s Preparation Tasks • Prepare for daily meetings • Conduct morning walk- through • Review collected data • Prepare for monthly operations reviews 40
Employees Know Best Employee Input Employee Input • Prepare for daily meetings • Employees know process • Most important source of info • Help with problem solving • Call for help when problems recognized 41
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. 42
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 43
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 44
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! 45
Audits Sustaining with Audits • Morning walk-through • Check tools, inventory, safety, 5S • Post-kaizen audits • Periodic 5S and process audits 46
47 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! 47
Relationship Between Policy Management and Routine Management Objective Objective Objective Routine Management Policy Management Maintenance Management Kaizen Present Future Low High Objective Level 48
Continuous Improvement 49
Catch Ball Process Mission Activities Mission Activities Mission Activities Top Management Middle Management Line Management Catch Ball Catch Ball 50
May 2007 51 Generic Themes Cost VA/VE Lean Manufacturing Delivery Direct On Line Safety Occupational Health & Safety Environment ISO 14001 Morale Quality Circle Suggestion Scheme Mentoring & Feedback Quality TQM TPM Six Sigma 51
Visual Display Board 53
Organization Culture • Principles – 3G – 3K – 5S – Internal communication • Daily meetings • Visual display – Pro-activenes – Recognition & Rewards 54
QJ 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 55
SQDC Performance Board Example 0 10 20 30 40 50 60 70 80 90 100 F M A M A S O N D 0 10 20 30 40 50 60 70 80 90 100 F M A M A S O N D Quality Delivery Daily Annual 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 100 90 80 70 60 50 40 30 20 10 J F M A M J J A S O N D Total Defects 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 100 90 80 70 60 50 40 30 20 10 J F M A M J J A S O N D First PassYield ParetoAnalysis Problem Action Who When Result ;lksadfjkl kskuvisdfj ;kdjf kk sfj jskdfjk ksdj askdkk kkdj dqkje 1233 dskk kdfj ask d dkfjdkjf skk kdsjkf kdu sdkfjpai siusdfj dkkj fd sdkfj kd kasdjf kdk dskjfdk dk dfkdf dk wkeuue 5434 dsisu jdfkdsjk qiuiu dkusdiu ksdfui skduid iuisduf sduidf kdfi di iuioi dutiful 9890 audio isdfuu did fid ides i diode d daffodil if studio sidu druid duff druid druid diffusion oxide differ dui iodide 8089 diufidu sdiufdi di if difuiduf dud diode adieu 3439 diode duff d iidufiui suit kdsiekcsd. dishful ace suds dkuckjkcjk idiot kdu dived dui kdfikuufkdu ski kudu dukedom 8908 dfkjdk dk doffed d did kdk did 3448 Kaizen Newspaper Cost Daily Annual 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 100 90 80 70 60 50 40 30 20 10 J F M A M J J A S O N D Overtime 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 100 90 80 70 60 50 40 30 20 10 J F M A M J J A S O N D Scrap % ParetoAnalysis Problem Action Who When Result ;lksadfjkl kskuvisdfj kk sfj jskdfjk ksdj askdkk kkdj dqkje 1233 dskk kdfj ask d dkfjdkjf skk kdsjkf sdkfjpai siusdfj dkkj fd wkeuue 5434 dsisu qiuiu dkusdiu ksdfui skduid iuisduf kdfi di iuioi dutiful 9890 audio did fid ides i diode d daffodil if studio druid duff druid druid diffusion oxide differ dui iodide 8089 di if difuiduf dud diode adieu 3439 diode duff d iidufiui suit kdsiekcsd. dishful ace suds idiot kdu dived dui kdfikuufkdu ski kudu dukedom 8908 dfkjdk dk doffed d did 3448 Kaizen Newspaper Problem Action Who When Result ;lksadfjkldike defy kid lksdjf kskuvisdfj kk sfj jskdfjk ksdj askdkk kkdj duff id kudu dqkje 1233 dskk kdfj ask d dkfjdkjf skk kdsjkf sdkfjpai cuff siusdfj dkkj fd wkeuue 5434 qiuiu ksdfui skduid iuisduf kdfi di iuioi dutiful 9890 audio did fid ides i diode d daffodil if studio druid duff druid druid diffusion oxide differ dui iodide 8089 di if difuiduf edified defused due dkajdkiw confide dud diode adieu 3439 kef ski dk kudu kudu ddfjk diode duff d iidufiui suit kdsiekcsd. dishful ace suds idiot kudu dukedom 8908 dfkjdk dk doffed d dike dui dkjadkf i dkfkdsui kudzu kudu kk dui did 3448 Kaizen Newspaper Daily Annual 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 100 90 80 70 60 50 40 30 20 10 J F M A M J J A S O N D Down Time #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 DEL        WEJ      DNT        LLU   QUY      MMG      LUS         PMG    ESI        Skills Matrix ParetoAnalysis 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 Absenteeism Problem Action Who When Result ;lksadfjkldike defy kid lksdjf kskuvisdfj kk sfj jskdfjk ksdj askdkk kkdj dqkje 1233 kdsjkf cuff suds fjord dkkj fd desk jinn di fad jkythtkd dads wkeuue 5434 dskk kdfj ask d dkfjdkjf skk qiuiu skduid iuisduf kdfi di iuioi dutiful 9890 studio druid duff druid druid diffusion oxide differ dui drug dhow duff iodide 8089 audio did fid ides i diode d daffodil if di if difuiduf edified defused due dkajdkiw confide dud diode adieu 3439 diode duff iidufiui suit kdsiekcsd. dishful ace suds idiot kudu dukedom 8908 dfkjdk dk edified defused due dkajdkiw confide doffed d dike dui dkjadkf i dkfkdsui kudzu kudu kk dui did 3448 kef ski dk kudu kudu ddfjk Kaizen Newspaper 1 2 3 4 5 6 7 8 9 10 11 12 Safety 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 xx x x x x x x x o o o o o o 56
QJ Possible Quality Measures • Number of damaged items • 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 57
Possible Cost Measures • Premium freight • Material handling cost • Dunnage costs • Lead-time • Inventory – days of inventory • Productivity • Standard to actual manning ratio • Scrap reduction ($) • Value added motion to total motion • Material handling cost • Stockkeeping cost • Number of suppliers with price breaks • Leadtime investment • (Leadtime days) x (daily requirement) • Value added to total space • Value added to total assets • Activity cost of expediting 58
Possible Delivery Measures • On-time arrival rate • Supplier fill rate • Supplier on-time rate • Carrier down time • Total travel distance • WIP reduction • Number of schedules changed • Past dues not on last week's report • This week's new expedites • De-expedites of last week's expedites 59
Hourly Cumulative 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) Hour Comments / Downtime Hour -By-Hour Chart 60
QJ Skills Matrix Date: 2-10-1908 Can Train Others Can Do Can meet T/T In Training Andy Capp Don Sinacle Bow Bieclaw Dustin Bucket Ben Franklin Ken Kaizen Put Away Bill Remington Loader ERP update Yard Jockey Pick Consolidate Pack Dispatch Area: Supervisor: Washington - DC Lester Nessman 61
QJ 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 62
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 29 30 31 Green = Safe Day Red = Recordable Injury Month: Supervisor: 63
QJ Abnormality Management Abnormality: A violation of standard operations Abnormality Management: The ability to see and respond to the abnormality in a timely manner. 64
QJ Steps To Implementation • Establish the standard • Implement Lean Production System measures • Manage abnormality in a timely manner 65
66
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 67
Authority Responsibility Accountability  Authority = delegated right of decision  Responsibility = responsibility for execution Accountability = responsibility for business result. 68
Accountability Responsibility Authority Responsibility of other function, Accountability of other function. 69
How to build up the structure of Management 70
 As the success indicator of your accountability  By making an item, a managing point , it becomes the performance area CHOOSE MANAGING POINT 71
• As the process indicator in your responsibility • It is measure of manager’s efficiency and capability CHOOSE CHECKING POINTS 72
What is Managing Point ? Managing Point = Quality Measure of Output Managing Point are the Success Indicators in Quality, Cost, Delivery, Safety and Product Development 73
What is Checking Point ? Checking Point = Measure, Information, Attention point in Process. Checking Point Checking Point Managing Point Process 74
Managing Point Checking Point 1. Quality Index Avg. Defect/ Vehicle , No. of Trained inspectors 2. Meeting Production Target Machine downtime./ Material shortage on line. 3. Customer Satisfaction Index Avg Defect / Vehicle , PDI % , Customer Complaints 75
Hierarchy of Managing And Checking Points BOSS Managing Point Checking Point Managing Point Checking Point SUB ORDINATE + 76
IMPLEMENT MP & CP • Identify the gap in Plan vs Achievement e.g. for Production Quantity • Check what is the reason (e.g. Material Short) • Find out whether that reason appear as a managing point in the support function ( purchase ) ? And what does he monitor as a checking point 77
IMPLEMENT MP & CP • If there is gap coming because of this reason quite often , then may be the MP & CP are not adequate • Can there be some other more effective and efficient measures that can prevent the gap • Follow this process in all departments and their interfacing departments and find out the real MP & CP 78
• MP & CP points are not universal • A proper and unambiguous deployment of Managing point from top management will result in identifying appropriate checking points and hence yield the intended result. REMEMBER 79
Managing Points & Checking Points Output / Result (Managing Point) Checking Point Checking Point Responsibility Process Accountability Checking Point Managing Point -- Subordinate Superior Ideas with ownership -- Checking Point Managing Point -- Checking Point 80
81 Deployment of Objectives in DWM CEO Company Objectives Company Guidelines LOB Head LOB Objectives Strategic Guidelines SBU Head SBU Objectives Action Plans Deptt, Head Section Head Supervisor Responsibilities MP CP MP CP Responsibilities MP CP MP CP Responsibilities MP CP MP CP MP CP MP CP MP CP MP CP Responsibilities Responsibilities POLICY DEPLOYMENT DAILY WORK MANAGEMENT Company policy is deployed into Daily Work by cascading the Objectives into MPs & CPs of individuals. 81
May 2007 82 Example of MP CP Managing Point Frequency Checking Point Frequency 1. Sales Turn Over Monthly 1.1 Visits to customers Weekly 1.2 Enquiries & Quotations Daily 1.3 Customer Orders status review Daily 82
May 2007 83 Example of MP CP Managing Point Frequency Checking Point Frequency 1. Production Monthly 1.1 Production Daily 1.2 Material Shortages Daily 1.3 In-house defects Daily 83
May 2007 84 Example of MP CP Managing Point Frequency Checking Point Frequency 1. Warranty Monthly 1.1 PDI defects Weekly 1.2 Customer Complaints Weekly 1.3 Maru A complaints Daily 84
May 2007 85 Example of MP CP Managing Point Frequency Checking Point Frequency 1. ITR Monthly 1.1 RM stock Weekly 1.2 WIP Daily 1.3 Finished Goods Daily 85
May 2007 86 Example of MP CP Managing Point Frequency Checking Point Frequency 1. Product development Time 1 months 1.1 Design Review Weekly 1.2 Drawings Approvals Weekly 1.3 Quality gate meetings Weekly 86
May 2007 87 Example of MP CP Managing Point Frequency Checking Point Frequency 1. OEE Monthly 1.1 Downtime Daily 1.2 Quality Ratio Daily 1.3 Performance Ratio Daily 87
Managing Points Reflect Cause-and- Effect Relationships in the Company Managing Points Checking Points Dept Manager Overall Defect rate Defect rate at assy Shift Incharge Defect rate at assy Defect rate in shift A Supervisor Defect rate in shift A Defect rate in area 1 88
Where Are You? Level Effect Inspection Zero Defect Action 1 Factory ships defective products “Lots of defects and lots of customer complaints.” Inspection reacts to customer issues Shut down the factory 2 Factory does not ship defective products “Lots of defects but no customer complaints” Judgment inspection Implement standard operation 3 Factory is reducing defects “Defects produced in one production run are not repeated in subsequent production runs.” Information feedback inspection; SPC Inspection and engineering type improvements 4 Factory processes do not send defects downstream “When defects are produced, they do not get passed on to the next process.” Independent product inspection by the operators: successive and self checks Train operators to identify and remove defects 5 Factory processes do not create defects “When an error occurs, the process does not produce defects.” Process inspection at the source and certified suppliers Thoroughly implemented the ”3 zeros”* in production *Zero defects; zero waste, zero delays 89
Steps To Improve Quality Prevent Defects Determine Causes Rank/Sort Defects Identify Defects Prevent Defects Determine Causes Rank/Sort Defects Identify Defects Poke-Yoke C & E Quality Tools Hypothesis Testing Data Collection Pareto Pictograph Check Sheet Poke-Yoke C & E Quality Tools Hypothesis Testing Data Collection Pareto Pictograph Check Sheet 90
QJ Root Cause Analysis and Countermeasures • Ask Why 5 Times – For each cause of an issue ask why until the root cause is remaining • The ROOT Cause: – Rarely obvious – You often cannot implement a permanent countermeasure on the spot • Temporary Countermeasure or Band Aid : – Implemented on the spot to get production up and running – It is important NOT to let the band aid become the finale solution! • Permanent Countermeasure: – A permanent countermeasure must be developed, using all resources, to prevent the issue from ever happening again. – Permanent countermeasures assure continuous 91
Problem: Machine stops operating 1st Why: Why did it stop? The fuse melted 2nd Why: Why did the fuse melt? It overloaded 3rd Why: Why did it overload? Inadequate bearing lubrication 4th Why: Why was the lubrication inadequate? The oil pump was not drawing enough oil 5th Why: Why was the oil pump not drawing enough oil? The pump shaft was worn 6th Why: Why was the pump shaft worn? The oil was contaminated 7th Why: Why was the oil contaminated? No filter on the intake pump 5 “Why’s” Example 92
QJ Mistake-Proofing / Poke-Yoke • Yokeru – to avoid • Poke – inadvertent errors • Poke-Yoke – “mistake proofing” “It is because the Poke-Yoke system has the very real capacity to reduce, and eventually to eliminate, defects that I would like to see it adopted in as many companies as possible.” - Shigeo Shingo 93
QJ Human Errors • People are not perfect, we make mistakes • Mistakes can cause defects Two philosophies about human error Two philosophies about human error Errors are inevitable Errors are inevitable Errors can be eliminated Errors can be eliminated 94
Three Levels of Quality Successive Checks Self Checks Mistake Proofing Definition Operators check work of previous operator Operators check own work before passing to next operator Automatic check & prevention of defect Plusses & Issues Plus: Generally effective in catching defects Issues: Corrective action can only occur after defect is made Plus: •Instant correction possible •More palatable than supervisor or peer check Issues: Operator may compromise quality or forget to perform check Plus: •100% inspection usually with no extra time or expense •Instant correction •Can usually be applied to other processes •Innovative for the competitive advantage 95
QJ Mistake Proofing in Everyday Life • Auto-shut-off on gas pumps • Double-sided car keys • Auto-flush in public facilities • Motion detector activation • Can’t start your car in gear • Ground plug only goes in one way • Think of some examples 96
QJ Characteristics of Mistake Proofing • Three objectives when mistake proofing; – Can’t receive bad product – Can’t make bad product – Can’t ship bad product • Reason for mistake proofing device is clear • Never fails • Low or no cost • Made with shopfloor wisdom & ingenuity • Simple, durable and easy to maintain • Device idea is transferable to other areas • Reduces non-value added activities 97
Feedback and Questions. 98

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Daily Work management Presentation (PPT).

  • 1.
    Daily Work Management (DWM) QuantumJump Consulting Group 1
  • 2.
    Exercise : • Drawa square. • We have to divide this square in 4 equal parts.) • The square has to be divided in such a way that the area of all 4 parts should be same. Questions: In how many ways can we do this ? Answer : a) 2 b) 4 c ) 8 d) none of the above QJ 2
  • 3.
  • 4.
    Program overview: • Whatis Daily Work Management? • Methodology for effective DWM deployment • MPCP ( Managing Points Checking Points) QJ 4
  • 5.
  • 6.
    Let’s start withblessings of GOD Who says this task is impossible ? Who says that it’s not possible to achieve this target? Who says that we can not reach there ? The secret is that we have must know what to do and then we need to put in our best efforts to achieve that goal. 6
  • 7.
    Policy Deployment When youmeasure 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 7
  • 8.
    Policy Deployment Process Less variation........ …….. A better process Manager Less variation ........ …….. A better manager 8
  • 9.
  • 10.
    Are we utilizingour true potential ? Fish Example FOOD 10
  • 11.
    Why ? DailyWork Management (DWM) It’s not enough to do your best; You must know what to do and then do your best. 11
  • 12.
    Exercise : Aday in your life as a manager ? What percent of your day is for; • Administration / meetings _ % • Planning % • Teaching / training – % • Audit – % • Material management – % • Improvement activities – % 12
  • 13.
    A day inthe life of a Lean Manager/engineer • Administration / meetings – 10% • Planning - 30% • Teaching / training – 10% • Audit – 10% • Material management – 10% • Improvement activities – 30% 13
  • 14.
    Exercise: Write down yourKRAs. Parameter Achievement Target (2014-15) (2015-16) 1 2. 3 4 5 14
  • 15.
    Can this jobbe made more comfortable ? Isn’t there a better method for this operation ? Isn’t there a faster way of doing it ? Isn’t there a safer way of doing this ? Questions 15
  • 16.
    Fundamental perquisite • Astrong desire to solve a particular problem is a fundamental perquisite for successfully applying Lean Principles
  • 17.
    Objectives Objectives Understand the purposeof daily management Understand the link between top-level strategy, key performance indicators (KPIs), and daily management 17
  • 18.
    Objectives Objectives To provide consistencyand 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. 18
  • 19.
     IN DWM, you need to set the targets and take action in case of variance form the target. DAILY WORK MANAGEMENT 19
  • 20.
  • 21.
    BENEFITS of EffectiveDaily Management High Productivity Lower rejection & rework Improved yields Lower cost Lesser Lead Times Higher customer satisfaction Pleasant workplace Motivated & capable employees 21
  • 22.
    Consistency / Commitment Movieon Consistency and Commitment 22
  • 23.
    QJ Information Retention. Here resultsof 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 % 23
  • 24.
    What is theRole of Leadership ? Frontline Employees Frontline Leaders Middle Management Executives Daily Mgmt Kaizen Goals & Breakthroughs Strategy 24
  • 25.
    What is DailyManagement? Daily Management is a systematic, fact-based, goal oriented, active style of leadership to manage operational performance. Daily Management is a systematic, fact-based, goal oriented, active style of leadership to manage operational performance. 25
  • 26.
    Basic Condition tostart DWM 1. Decide what is to be managed( Setting the management items) 2. Decide with what to measure ( deciding the measurement units) 3. Decide the target ( setting the target ) 26
  • 27.
    Daily Work Management DailyWork 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 Standardization Retainment of Improvement Retainment of Improvement Work-Area related Problem solved by Department, SGA & Quality Circles (PDCA) Work-Area related Problem solved by Department, SGA & Quality Circles (PDCA) Repeated / Chronic Problem solved by CFT / Deep Analysis (PDCA) Repeated / Chronic Problem solved by CFT / Deep Analysis (PDCA) 27
  • 28.
    Daily Work Management Consciouslyand 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 28
  • 29.
    More About DailyManagement More About Daily Management Active Leadership Active Leadership Management by Fact Management by Fact Helps communication Ensures nothing important missed Leaders very familiar with teams Leaders must go to gemba Builds consensus Gathering facts ensure thorough analysis 29
  • 30.
    Why Use DailyManagement? Links Team to ‘Big Picture’ Workload Management Workload Management Problem Resolution Communication Communication KPIs link to corporate strategy Teams know how they contribute Production is on target, and Team knows where they stand Uses PDCA & kaizen culture Teams see problem solving efforts Aligns teams and leader Information = Satisfaction 30
  • 31.
    Daily Management Production Board Production Board KPI Board KPIBoard Daily management should be visual Leaders Plan meetings Manage status and info Train teams Manage teams Go to gemba Audit Teams Record production Note problems Help solve problems Monitor status 31
  • 32.
    The Production Board PlanActual Proj. Notes Time In Out Queue In Out Queue Queue 8:00 12 12 10:00 25 15 22 23 11 24 Employee came in late (unplanned) 12:00 17 15 24 26 2:30 10 10 24 26 4:30 3 15 12 14 TOTAL 55 55 12 14 32
  • 33.
    The KPI Board WorkArea Name Quality Delivery Cost Safety / Morale Safety and morale data Issues Space for team members to record problems, contact information, etc. 33
  • 34.
    Basics of VisualManagement: • 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 34
  • 35.
    In order tomake things visible in one look : • Color distinction ( different colors), symbols, characters, numerals, pictures ( sketch ), graph, chart etc are used and devised. 35
  • 36.
    Pattern of VisualManagement: 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. 36
  • 37.
    Standardization a pre-requisitefor 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. 37
  • 38.
    Standardization a pre-requisitefor 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. 38
  • 39.
    Standardization a pre-requisitefor 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 39
  • 40.
    Leadership Review Leadership Review Leader’sPreparation Tasks Leader’s Preparation Tasks • Prepare for daily meetings • Conduct morning walk- through • Review collected data • Prepare for monthly operations reviews 40
  • 41.
    Employees Know Best EmployeeInput Employee Input • Prepare for daily meetings • Employees know process • Most important source of info • Help with problem solving • Call for help when problems recognized 41
  • 42.
    The Morning Meeting (AllHands / 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. 42
  • 43.
    Status Updates When toUpdate • 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 43
  • 44.
    Problem Resolution Reacting toProblems • Immediate response to abnormal conditions • Often an andon process • Implement stopgaps • Actively seek corrective actions with countermeasures • Requires coordination with support teams 44
  • 45.
    Management By WanderingAround 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! 45
  • 46.
    Audits Sustaining with Audits •Morning walk-through • Check tools, inventory, safety, 5S • Post-kaizen audits • Periodic 5S and process audits 46
  • 47.
    47 Common Problems A commonoutcome: 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! 47
  • 48.
    Relationship Between PolicyManagement and Routine Management Objective Objective Objective Routine Management Policy Management Maintenance Management Kaizen Present Future Low High Objective Level 48
  • 49.
  • 50.
    Catch Ball Process MissionActivities Mission Activities Mission Activities Top Management Middle Management Line Management Catch Ball Catch Ball 50
  • 51.
    May 2007 51 GenericThemes Cost VA/VE Lean Manufacturing Delivery Direct On Line Safety Occupational Health & Safety Environment ISO 14001 Morale Quality Circle Suggestion Scheme Mentoring & Feedback Quality TQM TPM Six Sigma 51
  • 52.
  • 53.
    Organization Culture • Principles –3G – 3K – 5S – Internal communication • Daily meetings • Visual display – Pro-activenes – Recognition & Rewards 54
  • 54.
    QJ Characteristics of Useful PerformanceMetrics • Visual • Understood by all • Includes an improvement target • Can be tracked and maintained by the affected department • Reviewed daily and acted upon 55
  • 55.
    SQDC Performance BoardExample 0 10 20 30 40 50 60 70 80 90 100 F M A M A S O N D 0 10 20 30 40 50 60 70 80 90 100 F M A M A S O N D Quality Delivery Daily Annual 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 100 90 80 70 60 50 40 30 20 10 J F M A M J J A S O N D Total Defects 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 100 90 80 70 60 50 40 30 20 10 J F M A M J J A S O N D First PassYield ParetoAnalysis Problem Action Who When Result ;lksadfjkl kskuvisdfj ;kdjf kk sfj jskdfjk ksdj askdkk kkdj dqkje 1233 dskk kdfj ask d dkfjdkjf skk kdsjkf kdu sdkfjpai siusdfj dkkj fd sdkfj kd kasdjf kdk dskjfdk dk dfkdf dk wkeuue 5434 dsisu jdfkdsjk qiuiu dkusdiu ksdfui skduid iuisduf sduidf kdfi di iuioi dutiful 9890 audio isdfuu did fid ides i diode d daffodil if studio sidu druid duff druid druid diffusion oxide differ dui iodide 8089 diufidu sdiufdi di if difuiduf dud diode adieu 3439 diode duff d iidufiui suit kdsiekcsd. dishful ace suds dkuckjkcjk idiot kdu dived dui kdfikuufkdu ski kudu dukedom 8908 dfkjdk dk doffed d did kdk did 3448 Kaizen Newspaper Cost Daily Annual 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 100 90 80 70 60 50 40 30 20 10 J F M A M J J A S O N D Overtime 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 100 90 80 70 60 50 40 30 20 10 J F M A M J J A S O N D Scrap % ParetoAnalysis Problem Action Who When Result ;lksadfjkl kskuvisdfj kk sfj jskdfjk ksdj askdkk kkdj dqkje 1233 dskk kdfj ask d dkfjdkjf skk kdsjkf sdkfjpai siusdfj dkkj fd wkeuue 5434 dsisu qiuiu dkusdiu ksdfui skduid iuisduf kdfi di iuioi dutiful 9890 audio did fid ides i diode d daffodil if studio druid duff druid druid diffusion oxide differ dui iodide 8089 di if difuiduf dud diode adieu 3439 diode duff d iidufiui suit kdsiekcsd. dishful ace suds idiot kdu dived dui kdfikuufkdu ski kudu dukedom 8908 dfkjdk dk doffed d did 3448 Kaizen Newspaper Problem Action Who When Result ;lksadfjkldike defy kid lksdjf kskuvisdfj kk sfj jskdfjk ksdj askdkk kkdj duff id kudu dqkje 1233 dskk kdfj ask d dkfjdkjf skk kdsjkf sdkfjpai cuff siusdfj dkkj fd wkeuue 5434 qiuiu ksdfui skduid iuisduf kdfi di iuioi dutiful 9890 audio did fid ides i diode d daffodil if studio druid duff druid druid diffusion oxide differ dui iodide 8089 di if difuiduf edified defused due dkajdkiw confide dud diode adieu 3439 kef ski dk kudu kudu ddfjk diode duff d iidufiui suit kdsiekcsd. dishful ace suds idiot kudu dukedom 8908 dfkjdk dk doffed d dike dui dkjadkf i dkfkdsui kudzu kudu kk dui did 3448 Kaizen Newspaper Daily Annual 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 100 90 80 70 60 50 40 30 20 10 J F M A M J J A S O N D Down Time #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 DEL        WEJ      DNT        LLU   QUY      MMG      LUS         PMG    ESI        Skills Matrix ParetoAnalysis 100 90 80 70 60 50 40 30 20 10 3 6 9 12 15 18 21 24 27 30 Absenteeism Problem Action Who When Result ;lksadfjkldike defy kid lksdjf kskuvisdfj kk sfj jskdfjk ksdj askdkk kkdj dqkje 1233 kdsjkf cuff suds fjord dkkj fd desk jinn di fad jkythtkd dads wkeuue 5434 dskk kdfj ask d dkfjdkjf skk qiuiu skduid iuisduf kdfi di iuioi dutiful 9890 studio druid duff druid druid diffusion oxide differ dui drug dhow duff iodide 8089 audio did fid ides i diode d daffodil if di if difuiduf edified defused due dkajdkiw confide dud diode adieu 3439 diode duff iidufiui suit kdsiekcsd. dishful ace suds idiot kudu dukedom 8908 dfkjdk dk edified defused due dkajdkiw confide doffed d dike dui dkjadkf i dkfkdsui kudzu kudu kk dui did 3448 kef ski dk kudu kudu ddfjk Kaizen Newspaper 1 2 3 4 5 6 7 8 9 10 11 12 Safety 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 xx x x x x x x x o o o o o o 56
  • 56.
    QJ Possible Quality Measures •Number of damaged items • 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 57
  • 57.
    Possible Cost Measures •Premium freight • Material handling cost • Dunnage costs • Lead-time • Inventory – days of inventory • Productivity • Standard to actual manning ratio • Scrap reduction ($) • Value added motion to total motion • Material handling cost • Stockkeeping cost • Number of suppliers with price breaks • Leadtime investment • (Leadtime days) x (daily requirement) • Value added to total space • Value added to total assets • Activity cost of expediting 58
  • 58.
    Possible Delivery Measures •On-time arrival rate • Supplier fill rate • Supplier on-time rate • Carrier down time • Total travel distance • WIP reduction • Number of schedules changed • Past dues not on last week's report • This week's new expedites • De-expedites of last week's expedites 59
  • 59.
    Hourly Cumulative 8–9 3015 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) Hour Comments / Downtime Hour -By-Hour Chart 60
  • 60.
    QJ Skills Matrix Date:2-10-1908 Can Train Others Can Do Can meet T/T In Training Andy Capp Don Sinacle Bow Bieclaw Dustin Bucket Ben Franklin Ken Kaizen Put Away Bill Remington Loader ERP update Yard Jockey Pick Consolidate Pack Dispatch Area: Supervisor: Washington - DC Lester Nessman 61
  • 61.
    QJ 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 62
  • 62.
    Safety Cross 1 2 34 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 Green = Safe Day Red = Recordable Injury Month: Supervisor: 63
  • 63.
    QJ Abnormality Management Abnormality: Aviolation of standard operations Abnormality Management: The ability to see and respond to the abnormality in a timely manner. 64
  • 64.
    QJ Steps To Implementation •Establish the standard • Implement Lean Production System measures • Manage abnormality in a timely manner 65
  • 65.
  • 66.
    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 67
  • 67.
    Authority Responsibility Accountability Authority = delegated right of decision  Responsibility = responsibility for execution Accountability = responsibility for business result. 68
  • 68.
  • 69.
    How to buildup the structure of Management 70
  • 70.
     As thesuccess indicator of your accountability  By making an item, a managing point , it becomes the performance area CHOOSE MANAGING POINT 71
  • 71.
    • As theprocess indicator in your responsibility • It is measure of manager’s efficiency and capability CHOOSE CHECKING POINTS 72
  • 72.
    What is ManagingPoint ? Managing Point = Quality Measure of Output Managing Point are the Success Indicators in Quality, Cost, Delivery, Safety and Product Development 73
  • 73.
    What is CheckingPoint ? Checking Point = Measure, Information, Attention point in Process. Checking Point Checking Point Managing Point Process 74
  • 74.
    Managing Point CheckingPoint 1. Quality Index Avg. Defect/ Vehicle , No. of Trained inspectors 2. Meeting Production Target Machine downtime./ Material shortage on line. 3. Customer Satisfaction Index Avg Defect / Vehicle , PDI % , Customer Complaints 75
  • 75.
    Hierarchy of ManagingAnd Checking Points BOSS Managing Point Checking Point Managing Point Checking Point SUB ORDINATE + 76
  • 76.
    IMPLEMENT MP &CP • Identify the gap in Plan vs Achievement e.g. for Production Quantity • Check what is the reason (e.g. Material Short) • Find out whether that reason appear as a managing point in the support function ( purchase ) ? And what does he monitor as a checking point 77
  • 77.
    IMPLEMENT MP &CP • If there is gap coming because of this reason quite often , then may be the MP & CP are not adequate • Can there be some other more effective and efficient measures that can prevent the gap • Follow this process in all departments and their interfacing departments and find out the real MP & CP 78
  • 78.
    • MP &CP points are not universal • A proper and unambiguous deployment of Managing point from top management will result in identifying appropriate checking points and hence yield the intended result. REMEMBER 79
  • 79.
    Managing Points &Checking Points Output / Result (Managing Point) Checking Point Checking Point Responsibility Process Accountability Checking Point Managing Point -- Subordinate Superior Ideas with ownership -- Checking Point Managing Point -- Checking Point 80
  • 80.
    81 Deployment of Objectivesin DWM CEO Company Objectives Company Guidelines LOB Head LOB Objectives Strategic Guidelines SBU Head SBU Objectives Action Plans Deptt, Head Section Head Supervisor Responsibilities MP CP MP CP Responsibilities MP CP MP CP Responsibilities MP CP MP CP MP CP MP CP MP CP MP CP Responsibilities Responsibilities POLICY DEPLOYMENT DAILY WORK MANAGEMENT Company policy is deployed into Daily Work by cascading the Objectives into MPs & CPs of individuals. 81
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    May 2007 82 Exampleof MP CP Managing Point Frequency Checking Point Frequency 1. Sales Turn Over Monthly 1.1 Visits to customers Weekly 1.2 Enquiries & Quotations Daily 1.3 Customer Orders status review Daily 82
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    May 2007 83 Exampleof MP CP Managing Point Frequency Checking Point Frequency 1. Production Monthly 1.1 Production Daily 1.2 Material Shortages Daily 1.3 In-house defects Daily 83
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    May 2007 84 Exampleof MP CP Managing Point Frequency Checking Point Frequency 1. Warranty Monthly 1.1 PDI defects Weekly 1.2 Customer Complaints Weekly 1.3 Maru A complaints Daily 84
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    May 2007 85 Exampleof MP CP Managing Point Frequency Checking Point Frequency 1. ITR Monthly 1.1 RM stock Weekly 1.2 WIP Daily 1.3 Finished Goods Daily 85
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    May 2007 86 Exampleof MP CP Managing Point Frequency Checking Point Frequency 1. Product development Time 1 months 1.1 Design Review Weekly 1.2 Drawings Approvals Weekly 1.3 Quality gate meetings Weekly 86
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    May 2007 87 Exampleof MP CP Managing Point Frequency Checking Point Frequency 1. OEE Monthly 1.1 Downtime Daily 1.2 Quality Ratio Daily 1.3 Performance Ratio Daily 87
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    Managing Points ReflectCause-and- Effect Relationships in the Company Managing Points Checking Points Dept Manager Overall Defect rate Defect rate at assy Shift Incharge Defect rate at assy Defect rate in shift A Supervisor Defect rate in shift A Defect rate in area 1 88
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    Where Are You? LevelEffect Inspection Zero Defect Action 1 Factory ships defective products “Lots of defects and lots of customer complaints.” Inspection reacts to customer issues Shut down the factory 2 Factory does not ship defective products “Lots of defects but no customer complaints” Judgment inspection Implement standard operation 3 Factory is reducing defects “Defects produced in one production run are not repeated in subsequent production runs.” Information feedback inspection; SPC Inspection and engineering type improvements 4 Factory processes do not send defects downstream “When defects are produced, they do not get passed on to the next process.” Independent product inspection by the operators: successive and self checks Train operators to identify and remove defects 5 Factory processes do not create defects “When an error occurs, the process does not produce defects.” Process inspection at the source and certified suppliers Thoroughly implemented the ”3 zeros”* in production *Zero defects; zero waste, zero delays 89
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    Steps To ImproveQuality Prevent Defects Determine Causes Rank/Sort Defects Identify Defects Prevent Defects Determine Causes Rank/Sort Defects Identify Defects Poke-Yoke C & E Quality Tools Hypothesis Testing Data Collection Pareto Pictograph Check Sheet Poke-Yoke C & E Quality Tools Hypothesis Testing Data Collection Pareto Pictograph Check Sheet 90
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    QJ Root Cause Analysisand Countermeasures • Ask Why 5 Times – For each cause of an issue ask why until the root cause is remaining • The ROOT Cause: – Rarely obvious – You often cannot implement a permanent countermeasure on the spot • Temporary Countermeasure or Band Aid : – Implemented on the spot to get production up and running – It is important NOT to let the band aid become the finale solution! • Permanent Countermeasure: – A permanent countermeasure must be developed, using all resources, to prevent the issue from ever happening again. – Permanent countermeasures assure continuous 91
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    Problem: Machine stopsoperating 1st Why: Why did it stop? The fuse melted 2nd Why: Why did the fuse melt? It overloaded 3rd Why: Why did it overload? Inadequate bearing lubrication 4th Why: Why was the lubrication inadequate? The oil pump was not drawing enough oil 5th Why: Why was the oil pump not drawing enough oil? The pump shaft was worn 6th Why: Why was the pump shaft worn? The oil was contaminated 7th Why: Why was the oil contaminated? No filter on the intake pump 5 “Why’s” Example 92
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    QJ Mistake-Proofing / Poke-Yoke •Yokeru – to avoid • Poke – inadvertent errors • Poke-Yoke – “mistake proofing” “It is because the Poke-Yoke system has the very real capacity to reduce, and eventually to eliminate, defects that I would like to see it adopted in as many companies as possible.” - Shigeo Shingo 93
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    QJ Human Errors • Peopleare not perfect, we make mistakes • Mistakes can cause defects Two philosophies about human error Two philosophies about human error Errors are inevitable Errors are inevitable Errors can be eliminated Errors can be eliminated 94
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    Three Levels ofQuality Successive Checks Self Checks Mistake Proofing Definition Operators check work of previous operator Operators check own work before passing to next operator Automatic check & prevention of defect Plusses & Issues Plus: Generally effective in catching defects Issues: Corrective action can only occur after defect is made Plus: •Instant correction possible •More palatable than supervisor or peer check Issues: Operator may compromise quality or forget to perform check Plus: •100% inspection usually with no extra time or expense •Instant correction •Can usually be applied to other processes •Innovative for the competitive advantage 95
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    QJ Mistake Proofing inEveryday Life • Auto-shut-off on gas pumps • Double-sided car keys • Auto-flush in public facilities • Motion detector activation • Can’t start your car in gear • Ground plug only goes in one way • Think of some examples 96
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    QJ Characteristics of MistakeProofing • Three objectives when mistake proofing; – Can’t receive bad product – Can’t make bad product – Can’t ship bad product • Reason for mistake proofing device is clear • Never fails • Low or no cost • Made with shopfloor wisdom & ingenuity • Simple, durable and easy to maintain • Device idea is transferable to other areas • Reduces non-value added activities 97
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