Nichijo-Kanri ward A i a m ki I Masaa ing Author Winn Japan’s
S
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Some Study Material for 10-Step Roadmap To Lean by Kaizen! Also see Path To Excellence at the end of the book!! Networking: A Path To Globalisation! Advanced Kaizen: Excellence through Hoshin Policy Deployment! Integrated Improvement Management: Key to Japan's Success! Kaizen in Marathi language, 'Surya Donda Ugwala’: Sun Rises Twice!
Posters Posters and and Pocket Pocket Books Books
Nichijo-Kanri
Get Over Crisis By
Daily Management And
Self Directed Teams SHYAM TALAWADEKAR A publication of
[email protected] Website www.worldOFkaizen.com
ISBN 978-81-932678-7-5 Third edition Second edition First published
: April 2018 : 2012 : January 2007
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This book is dedicated to all those who inspire me to continually improve
Preface In the ‘rat-race’ kind of environment today, people accelerate and at times miss out on the ‘direction’ they originally aimed at. This happens both in personal as well as business context. Some boast of the Vision-Mission-Quality-Policy, etc. Some even achieve those but fail to sustain the position attained. The reason for both the outcomes is doing very little when it comes to putting in efforts towards it holistically. These very people wonder how some leading corporate houses sustain their numero uno positions in the businesses they choose. At times they don’t mind branding the leader companies that succeeded in realizing their vision, as luckier. Very few believe that harder one works in right ‘direction’ on a dayto-day basis, luckier she gets in achieving her vision. This book is about such a day-to-day working and the powerful daily management that helps leading businesses to live their vision every day, every moment. Like all our "do-how" booklets, this booklet was until this edition restricted as course material for in-house use only. Only our faculties were authorized to use our "do-how" booklets during Lean implementation at our client companies. Very pleased to publish this edition and make it open for everyone to benefit from. This is a completely refurbished version of the last one. I hope the industry fraternity benefits from it immensely. April 06, 2018
Shyam Talawadekar
9
Contents 8
Preface
Chapter 1
Introduction To The Terms Used
17
Chapter 2
What is Daily Management?
27
Introduction What is Daily Management? MBO fails in absence of Daily Management! Relevance of HK and NK to build Excellence Culture Relevance of HK and NK to Deming Prize Chapter 3
Elements of Daily Management
34
How do high achievers manage their day? Symptoms of not adopting Daily Management An Overview of Daily Management Activities Elements of Daily Management Chapter 4
Element: 1 of Daily Management Measures of Performance
41
RYG of ‘Fruits’ and ‘Roots’ as abnormalities
Chapter 5
Element: 2 and 3 of Daily Management PDCA improvement cycles and SDCA maintenance cycles
47
Chapter 6
Element: 4 of Daily Management High Standardization by using Check point Control-point
53
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Daily Management And Self Directed Teams
10
Chapter 7
Element: 5 of Daily Management Self Managed Team (SMT) structure
60
Types of Teams and their Inter-relationships Self-directing Teams Chapter 8
Element: 6 of Daily Management Quick Corner Meetings
63
A QCM to identify and tag abnormalities A QCM to implement Kaizens A QCM for Gemba-Gembutsu analysis Fixed-time daily-QCM Fixed-time daily-QCM at higher levels Chapter 9
Element: 7 of Daily Management Production and Quality Assurance
79
Heijunka to Balance the Production Assuring Quality by Maintenance for Quality Chapter 10
Element: 8 of Daily Management Understanding Stakeholder Needs
83
Listen to Internal VOC to prevent customer complaint How to capture Internal VOC Various sources of Internal VOC Chapter 11
Element: 9 of Daily Management How to Manage Priorities
87
Stephan Covey’s Priority Matrix Juggle-Board to Engage Employees Chapter 12
Element: 10 of Daily Management Putting Basics in Place through 5-S
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92
Contents
Chapter 13
Element: 11 of Daily Management Hardware Maintenance to Prevent Problems
11
94
Is there any scope to up-date the work standards? Chapter 14
Element: 12 of Daily Management Putting Basics in Place: Other Work Practices
96
Preventive maintenance of personal safety and health Discipline issues and Training QCM for Training One-point-lesson (OPL) Communication Visual Management by Meiruka and Obeya Kaizen Progress Chapter 15
Element: 13 of Daily Management Cross Functional Management
107
Administrative issues in the initial stages Agenda for a typical higher level daily QCM How to Enable Subordinates? Walking-Suggestion-Box as an Enabler What do you do during a Gemba-Walk? Chapter 16
Prerequisites for Success of NK!
114
Case study on Enablement What next now for your own company? Chapter 17
How to initiate Daily Management?
119
Chapter 18
Case study on Daily Problems
121
Sources and Flow of Kaizen opportunities
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Daily Management And Self Directed Teams
12
Reinforcements learnt from the case study Chapter 19
Visual Overview of Daily Management 127
List of Figures and Illustrations Chapter 2
What is Daily Management?
27
Mega Changes down the drain! What is Hoshin kanri? ‘C’s to inculcate improvement culture! Relevance of Hoshin with Daily Management Daily Management is well-orchestrated by Hoshin Chapter 3
Elements of Daily Management
34
Analogy of Daily Management Compare Work practices in Companies ‘Kaizen’ and ‘Most’ Companies Compared An Overview of Daily Management Activities Chapter 4
Measures of Performance
41
Typical KPI for a CEO or a Business Unit Leader Typical KPI for a Sales Function or a Manager Typical KPI for a Sales Team Leader Typical KPI for a Sales Team Member Why daily reflection works better? NK-chart for Sales Team Member Uses of the NK-chart NK-chart for Performance Management System RYG of MOP as Abnormalities Chapter 5
PDCA improvement cycles and SDCA maintenance cycles
SDCA maintenance cycle
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47
Contents
13
PDCA improvement cycle 7-step PDCA cycle in a Manufacturing set-up PDCA-SDCA is in the concept of GOD also! Right side can’t be left to itself! Chapter 6
High Standardization by using Check point Control-point
53
Understanding the CPCP cascade CPCP as Leading and Lagging indicators Itoh model for Job Roles and Responsibility Check-point-Control-point using 5-why technique 1-30-300-Prevention Principle of Kaizen An RYG for nut-bolt! A typical Autonomous Maintenance chart Chapter 7
Self Managed Team (SMT) structure
60
Self-Managed Team (SMT) structure and Inter-relationship of teams Chapter 8
Quick Corner Meetings
63
Timetable for a fixed-time daily QCM An O-tag cum Red-tag cum CEDac card! Kaizen Register-cum-Hopper Abnormality is like a Stone-in-the-shoe! 2-2-2-2© timeline for 7-step PDCA cycle Gemba analysis versus Enquiry committee reports Knowledge Management or Enquiry committees! Let’s appoint an enquiry committee! One Point Lesson Label (OPLL) An Andon to announce Customer Complaint! Display CoPQ of Customer Complaint! Daily-QCM Here are my 3-Opportunities! Generic Agenda for fixed time Daily-QCM Daily-QCMs for Cross Functional Management Chapter 9
Production and Quality Assurance
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79
Daily Management And Self Directed Teams
14
Visual workplaces make problems obvious! Quality Maintenance Matrix Chapter 10
Understanding Stakeholder Needs
83
Sources and Flow of Kaizen Opportunities Chapter 11
How to Manage Priorities
87
Priority Matrix (Must-Should-Could-No!) O-tags on Juggle-Board help in prioritizing! Enable targets through NK-chart Chapter 12
Putting Basics in Place through 5-S
92
Elements of 5-S Seiketsu Audit: Are we doing 5-S! Chapter 13
Hardware Maintenance to Prevent Problems
94
5-S drills for Autonomous Maintenance Chapter 14
Putting Basics in Place: Other Work Practices
96
Andon: Display SHE targets with CoPQ! Audit of CPCP charts displayed at one place! Learning cycle ED-PDCA Tracking the Skill Matrix One-point-lesson (OPL) format OPLL as Knowledge on-the-go! Management Cockpit (Obeya room) Here’s how a company defines quality! Chapter 15
Cross Functional Management
Caution on Open-door Policy Walking Suggestion Box during Gemba-Walk Timetable to track Gemba-Walk
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107
Contents
Chapter 16
Prerequisites for Success of NK!
15
114
Recognition Board Chapter 17
How to initiate Daily Management?
119
Choosing Pilot Gembas for 5-S and NK Roadmap to implement Nichijo Kanri Chapter 18
Case study on Daily Problems
121
Pattern of O-tags booked by a Manufacturing Team Pattern of O-tags booked by a Service Team No opportunity-to-improve is trivial! The TOYOTA kind of attitude to Kaizen! Chapter 19
Visual Overview of Daily Management
127
Visual Overview of Daily Management And Self Directed Visual Control Chart for Daily Management PPM-chart Contents List of Figures and Illustrations Subject index About Quality Management Systems Path To Excellence! About The Author
9 12 132 140 144 145
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16
Daily Management And Self Directed Teams
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Chapter 1
Introduction To The Terms Used “Bad terminology is the enemy of good thinking.” Warren Buffett
Every subject has it's own jargon. For ease of understanding, it is necessary for the reader to know terms used in this book. 2-2-2-2© customer response concept is about the time dimension to the conventional PDCA method of problem solving or resolving a customer complaint. The 2-2-2-2© might mean to provide acknowledgement of problem within 2-Minutes, first-aid it within 2-Hours. Do root-cause analysis within 2-Days and CAPA within 2-Weeks.The concept is about time bound response to customer for a given level of performance a typical company might strive for. 3D: Dirty, Danger and Difficult situations at workplaces as opportunities for improvement. 3-s-3-m: Perform Seiri-Seiton-Seiso for 3-minuntes. 5-s-5-m means to perform Seiri-Seiton-Seiso-Seiketsu-Shitsuke for 1-minunte each. This is a part of autonomous maintenance practice that involves a drill where an employee performs each of 5-Ss daily at his own workplace in a fixed time slot. 5-S: Seiri, Seiton, Seiso, Seiketsu, Shitsuke is a program to make workplace neat-and-orderly, spic-n-span, highly standardized-and-disciplined. It makes abnormalities at workplace visible & helps in visual control & management. 5S Museum is an allocated space where red-tagged items
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LEARN Steps to become an Environment Friendly Excellent Leaner Organization (The TOYOTA Kaizen Management Model) Creating continual improvement (Kaizen) culture to become leaner and leaner surely helps an organization in enhancing internal capability. It helps the organization in taking right positioning for profitable business growth in ever-dynamic market place. There is a tremendous scope for improvement if Kaizen approach is adapted to a given situation and is deployed as a focused strategy. In little over a year, an organization can reap a mix of benefits sustainably depending upon it’s size and prevailing conditioning of mindsets of its employees. Sustainable Benefits after Kaizen Management Process is in place Quality Reduced Customer complaints 1/4 times Cost Reduced inventory, throughput -time 20% to 40% ROCE (order-development-delivery), floor-space Cost, ROEq Lowered Overheads, Maintenance costs 20% to 40% Delivery Faster (order to delivery) response 5 to 10 times Delivery Improved Flexibility, Response time Single digit Productivity Lowered equipment breakdown time 1/2 times Quality Waste, Lowered rejects, Defects 1/10 times Safety Reduced accidents and pollution Zero Morale Increased employee involvement 5 to 10 times Learn the systematic way in which Kaizen process integrates change initiatives such as WCM (World Class Management), current rage 6-Sigma, Innovation Management. 5-S, Quality Circles, Lean-JIT, TPM, TQC, TQM, etc.
7
This book is about one of the steps of the aboe roadmap for excellence journey. The inter-connections of our books for the same are on inside cover page in the flow-chart Path To Excellence to be a leaner organisation. Reader may evolve company specific road-map to suit strategic needs of her own organisation and workplaces therein.
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Daily Management Kaizen www.worldOFkaizen.com ISBN 978-81-932678-7-5